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Talking about Huawei, people will naturally think of Ren Zhengfei, and insiders know that Huawei once had a Xu Jiajun. Before he left, he was Huawei's vice president, a super technological god, with an annual salary of more than ten million yuan. He was a real "working emperor".
Xu Jiajun's 10-year experience and experience can absolutely be used for reference by anyone eager to succeed, from an ordinary company staff, to Huawei Vice President, who earns tens of millions of dollars a year, to Baidu after leaving Huawei. We can also get a glimpse of Huawei's operation process and Xu's career planning.
Recently, Governor Zhou Yanjun of the Heilongjiang Branch of the Bank of China instructed that the resignation letter from Xu Jiajun, deputy vice president of Huawei, to Ren Zhengfei, should be recommended to the young staff of the whole bank for study.
Today, we will forward this letter in full, hoping to inspire young employees.

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Letter of resignation from Xu Jiajun, Vice-President of Huawei, to Ren Zhengfei
(full text)
Brother Zhengfei:
In a twinkling of an eye, Huawei has worked for ten years. It is Huawei that has become a well-known large company from an unknown professional circle to now. The decade of rapid development witnesses the company's long struggle. I also devoted myself to it. I learned to swim while I was in the tide, and I have come to this day. Now I'm leaving the company, ready to start a new business and take on new challenges. What I'm going to do is risky. It's very likely that I will die nine years later. It's hard to say whether I will have a life after nine years of death. Before starting a new career, I think of a detailed summary of the past decade.
Working in a large enterprise with rapid development like Huawei is sometimes a purgatory-like exercise. If I can sum up ten years'experience and lessons and learn the key principles of doing things and being a person, I think it will be of great benefit to the future.
Over the years, some people have left the company, wrote some things or books, pointed out the company, commented on the company's top leadership one by one, I personally feel that in addition to bringing some entertainment value, what benefits are there?
Behind the company's development, there are 60,000 people's dreams, efforts, contributions, sacrifices, struggles, complaints, dissatisfaction, precipitation, departure, hope and loss; behind the development, the internal logic of opportunities, major decisions, crises, mistakes and so on is clear to outsiders? I don't want to talk more about the company, just want to reflect on my work experience, think about what efforts I have made, what contributions I have made, what I am most happy to do, what I have benefited most and what I have learned?
All in all, my ten years in Huawei were confused. At the beginning, I didn't seem to have any lofty ideals or detailed plans. I just wanted to do one thing well. Through my own summary and reflection, I hope I can be more planned and more clear in the future.
After thinking about it, I think there are the following points, which are the experience and lessons that we have learned over the years, and which deserve to be further developed in the future.
1. "Start small, learn to suffer and cooperate with others."
This is the last lesson for graduate students before graduation. The teacher of electronic circuit finally gave us a few words. Although I forgot the teacher's name, these words are still remembered. In Huawei's work practice, I feel that these simple principles are more profound. Starting from small things, we are not always satisfied with doing small things, nor are we exaggerating our opinions. Learning to suffer losses is not to suffer losses, not to worry about the right and wrong of time and place, but to give up at the critical time of courage.
2. "The stage is as big as the heart."
Many of our success comes from daring to think and dare to do, just like the first time I received a list of questions that I didn't understand at all, but dared to try and dare to solve them, and we really solved them; just like we do SPES, even if nobody, no technology, no accumulation, CISCO and other big companies are doing it, we dare to do it, dare to carry it out, not blindly adore or blindly adore it. Fear of authority has also led to success. Of course, this is not only blind courage, but also means active attention to the vast outside world, open and tolerant mind to accept all kinds of new things.
3. "Study hard and make progress every day"
This sentence is most appropriate to describe the requirements for IT people.
Real winners and experts are "the least afraid of learning" people, what do not understand, take over to learn. We IT now have a technology bull, Tambo, in fact, he is not born a bull, but also from the layman through learning to become a super expert. He once told me that when he started as a UNIX system administrator, he was surprised to see the Excessive administrator privileges.
Look at the experts'original level! When I was working with me on the backup project, I asked him to study the method of backup and recovery of ORALCE database. He thought that the backup of ORALCE database was like walking backwards. It was a bit humorous, but he got up every morning and read a book an hour before going to work. He accumulated it for many years. In the system, database, development and other fields has become no one to challenge the super experts. However, learning is absolutely not just from books, in fact, the more important thing is to learn from practical work, to learn from the surrounding.
For example, one of the most important concepts I have learned in Huawei is "to make good use of adversity". Instead of stressing difficulties every day in winter, Huawei has put forward the idea of "taking advantage of the opportunities of winter to reverse the global competition pattern" and has really succeeded. Without this winter, Huawei would probably have lagged behind more big players in the industry. In the year when Huawei was sued by CISCO, instead of panicking, Huawei responded positively, taking advantage of the fact that the suit had achieved the effect of raising its popularity that could not be achieved at the cost of hundreds of millions of dollars, and so on, turning the situation of almost extinct disaster into a favorable condition for success, which impressed me deeply and was also high in the company. Layers admire it very much.
4. Be brave in practice, be brave in making mistakes and be good at reflection
Many things are easy to understand and difficult to do. The key is to take action, especially some theories, methods and concepts of management. Empty talk and empty planning are of no use at all. It's better to make it in practice and constantly reflect on and improve it after making it. It's really the most convincing.
There is no rehearsal and reflection in practice, even for everyone.

Fifth, we should have methods, routines, systematic thinking of problems and strategic design of solutions.
In the past few years, owing to a little success and a little research in technology, Yelang became arrogant. Later, a large number of consultants were invited to the company with heavy funds. At first, some consultants were not very cold. Over the next few years, with the growing size of the company and the increasing complexity of IT, we gradually understood a lot.
Professional experts in Western companies have methodologies and routines in everything they do, and even in how to hold a meeting. Later, I became interested in the study of these routines. I summed up many routines and gave training and discussion to the backbone of the department. In a complex environment, many problems can not be studied and solved on the basis of facts. Systematic methods and strategic vision are badly needed.
For the operation of an organization, the design of system and process needs this point in particular. Ernstein said:
We can't solve problems by using the same kind of thinking we used when we created them.
6. Independent thinking makes no one think alike.
The company is bigger, there are more people, and it's easier to fool around. It is easy for people to get caught up in the situation of drifting with the tide and not going deep into business, without seeing problems and dangers. Experts have studied that when avalanches occur, the victims are usually in batches, and there are few single victims. The reason is simple. Individuals are very careful and alert when avalanches occur frequently.
But the larger the group, the greater the group, each individual will have an illusory sense of security and judgment, but the reality is that no matter how powerful the group is, avalanches are irresistible. So I think it's particularly important to maintain the ability to think independently in large organizations.
7.less complaint, less talk, initiative, more practical work
I used to be an angry young man who complained a lot and often got caught up in complaints. But years of work have changed me, because knowing that complaining is the least helpful. There will always be imperfections and troubles in the world. The only way to solve them is to face them and solve them.
Do real things, change the status quo of our discontent, change our discontented self. In fact, there are many things we can complain about. For example, it is common in society that senior cadres retire and complain that people are not old-fashioned and that the world is cold. If we make a good inquiry, the reason may be that his position in power can not last forever and others are regarded as dung when he is proud of the spring breeze. .
8. Be responsible for your career, your goals and yourself. Successful people tend to be self-disciplined, committed and mindless.
Big enterprises will certainly have performance appraisal, merit reward, KPI, leadership instructions and even some corporate politics. But if we pursue performance appraisal, KPI targets and power and money interests unilaterally, we will be responsible to others and others unilaterally, but not ourselves or ourselves. The goal is responsible, lose the sense of mission, responsibility, enthusiasm and curiosity, will not be able to achieve their best state. And how can an enterprise successfully create an environment for each individual to play to the best level, the enterprise will be invincible.
9.multi-point humanistic accomplishment and aesthetic interest, it seems that work is not very relevant, in fact, it is too relevant.
Excellent achievements can not be achieved without the pursuit of the realm of beauty. The greatest scientific discoveries often contain order, conciseness and beauty. Lack of aesthetic pursuit, what UGLY things are daring to do, all means, all things together, not at all "elegant", will not last long.
10. "Hello everybody, it's really good." Pay attention to people, help people, treat people sincerely and be kind to others.
The rapid development of modern society, due to the role of the media, over-exaggerates the increasingly indifferent and fraudulent relationship between people, but the actual society, community may not really be the case, at least before I came to Huawei, there was a little unknown fear about the personnel relationship working in a large enterprise, but in fact it is here. Almost everyone in a collective can treat each other openly, sincerely and harmoniously.
So the key is that we should be able to treat other people sincerely, and to compare our hearts with each other in our interaction with others. Of course, conflicts in work are inevitable. In fact, conflicts are not necessary to avoid. Even many conflicts are of great benefit to organizations. It's like a couple's relationship is often better after a quarrel.
As long as we master two major principles:
1) It's wrong.
2) Be kind to others. It is certain that moderate conflicts can be directed in a direction that is beneficial to both oneself and the organization.
11.Open and Shared Attitudes
If you work in a high-tech company with a conservative and closed mind, your growth will be hindered.
12. Time Management
It's doubtful whether Huawei has spent 10 years, 3650 days and 3000 working days on the most important things and how much effective and productive work time it has. Time management is one of the biggest lessons of my work in Huawei. It may also be a problem of the company as a whole. Lack of planning often leads to constant interruptions; or constant interruptions to colleagues and subordinates; or constant meetings and discussions, which take up most of the time; or being pulled by my own interests. Spend a lot of time doing things that are not marginal; or spend a lot of time on trivial things, dragging difficult and important things to the point where they have to be solved and then forced to act in haste.
In retrospect, if we can really manage these ten years, I think the achievements should be much greater.