第一篇：總公司學(xué)習華潤集團領(lǐng)導(dǎo)力素質(zhì)模型總結(jié)

學(xué)習華潤集團領(lǐng)導(dǎo)力素質(zhì)模型總結(jié)

華潤集團領(lǐng)導(dǎo)力素質(zhì)模型于2008年12月22日正式發(fā)布，根據(jù)華潤燃氣集團和北京華潤燃氣有限公司對領(lǐng)導(dǎo)力發(fā)展工作的統(tǒng)一部署和要求，北京華潤高新燃氣有限公司認真組織學(xué)習華潤集團領(lǐng)導(dǎo)力素質(zhì)模型，發(fā)展提升企業(yè)領(lǐng)導(dǎo)力。在北京華潤燃氣有限公司的指導(dǎo)幫助下，通過學(xué)習提高了對領(lǐng)導(dǎo)力素質(zhì)模型理解，更新了觀念，找出了差距，明確了目標，取到了良好的效果?？?/p>

1、公司領(lǐng)導(dǎo)的推動，保障了領(lǐng)導(dǎo)力發(fā)展項目的順利實施 活動之初，公司領(lǐng)導(dǎo)結(jié)合公司戰(zhàn)略及現(xiàn)階段實際情況，認真分析了學(xué)習華潤集團領(lǐng)導(dǎo)力素質(zhì)模型的實施條件和可能存在的問題，進行了周密部署和安排，確保了學(xué)習領(lǐng)導(dǎo)力素質(zhì)模型活動順利實施。公司今年工程建設(shè)量較往年大幅增加，施工任務(wù)重且工期緊，施工力量相對薄弱，經(jīng)常加班加點，主要力量集中在工程建設(shè)中。在公司領(lǐng)導(dǎo)的大力推動下，克服當前實際困難，抽出有限時間，組織各關(guān)鍵崗位人員認真學(xué)習華潤集團領(lǐng)導(dǎo)力模型，從素質(zhì)模型概念理解、專題研討、測評反饋等多個環(huán)節(jié)逐層深入地開展學(xué)習，使每個人都深刻認識到自身的長處和不足，明確改進方向和措施，促進人員素質(zhì)的不斷提升，從而進一步提高了公司的管理水平。

2、通過華潤文化的引導(dǎo)，促進素質(zhì)模型的學(xué)習

華潤集團領(lǐng)導(dǎo)力素質(zhì)模型同華潤優(yōu)秀企業(yè)文化有著密切的內(nèi)在聯(lián)系，領(lǐng)導(dǎo)力素質(zhì)模型集中體現(xiàn)了華潤文化的內(nèi)涵，追求卓越、主動應(yīng)變、正直坦誠、領(lǐng)導(dǎo)團隊等素質(zhì)，就很好地體現(xiàn)了華潤的激情、業(yè)績、簡單、坦誠、陽光、團隊、反思和學(xué)習等文化內(nèi)核。通過加強宣貫華潤簡單、坦誠、陽光的企業(yè)文化，誠信、團隊、務(wù)實的企業(yè)精神，引導(dǎo)每個人按照素質(zhì)模型的標準發(fā)展自己，增強自己學(xué)習反思、積極主動、富有激情、勇于擔當?shù)囊庾R，培養(yǎng)為客戶創(chuàng)造價值、戰(zhàn)略性思維、跨團隊協(xié)作、塑造組織能力的素質(zhì)，促進公司的發(fā)展和個人價值實現(xiàn)的良性循環(huán)。公司當前工作量較大，人員相對缺少，有的人身兼數(shù)職，還要加班加點，領(lǐng)導(dǎo)力素質(zhì)模型的學(xué)習，進一步調(diào)動了每個人的工作積極性，使他們勇于直面當前困難，積極主動地解決實際難題，高效地完成承擔的任務(wù)，在公司上下逐漸形成良好的組織氛圍。同時對于解決公司當前員工綜合素質(zhì)和技能較低、責任意識不強等問題與公司快速發(fā)展的矛盾具有較好的現(xiàn)實意義。

3、結(jié)合工作實際，加深對領(lǐng)導(dǎo)力素質(zhì)模型的理解

領(lǐng)導(dǎo)力素質(zhì)模型內(nèi)涵豐富，比較抽象，不易理解，通過實際工作，把學(xué)習領(lǐng)導(dǎo)力素質(zhì)模型與解決公司當前經(jīng)營中遇到的實際問題相結(jié)合，加深對素質(zhì)模型的理解，鍛煉提高解決實際問題的能力。公司今年工程建設(shè)量較往年大幅增加，且項目點多面廣，施工力量相對薄弱，給工程建設(shè)帶來許多困難，工程部門統(tǒng)籌規(guī)劃各項工程項目，科學(xué)調(diào)度，合理配置施工力量，提高施工效率，保障了工程建設(shè)順利完成。隨著公司用戶的不斷增多，公司客服部門借鑒成功的經(jīng)驗，結(jié)合公司實際從用戶的角度創(chuàng)新地理順業(yè)務(wù)流程，不斷提升客戶服務(wù)能力。安全管理部門根據(jù)當前高新區(qū)施工項目較多的特點，綜合考慮道路遠近、管線復(fù)雜、交通工具等因素，合理調(diào)配管道巡查資源，確保燃氣管道安全。通過領(lǐng)導(dǎo)力素質(zhì)模型的學(xué)習和應(yīng)用，公司各項工作得到了改善。

4、學(xué)習研討領(lǐng)導(dǎo)力素質(zhì)模型典型故事

華潤集團領(lǐng)導(dǎo)力素質(zhì)模型典型故事形象生動地展現(xiàn)了素質(zhì)模型各層次素質(zhì)要求，反映了華潤集團各行各業(yè)經(jīng)理人的聰明才智和卓越成就。公司經(jīng)常組織關(guān)鍵崗位人員學(xué)習典型故事，研討他們解決問題的方法措施，領(lǐng)悟其中的道理，檢討自己承擔的實際工作，提高發(fā)現(xiàn)問題、分析問題、解決問題的能力。經(jīng)過持續(xù)檢討和調(diào)整不僅加深了領(lǐng)導(dǎo)力素質(zhì)模型豐富內(nèi)涵的理解，也有效促進了自身能力的提高。

經(jīng)過一段時間不懈努力的學(xué)習和實踐，每個人更新了觀念，戰(zhàn)略性思維得到加強，為客戶創(chuàng)造價值的意識得到認同，直面困難，迎接挑戰(zhàn)的信心進一步堅定，工作加更富有激情，學(xué)習華潤集團領(lǐng)導(dǎo)力素質(zhì)模型活動取得了初步成效。但是華潤領(lǐng)導(dǎo)力素質(zhì)模型的學(xué)習和推廣應(yīng)用，是一項長期而艱巨的系統(tǒng)工程，我們必須在已取得初步成果的基礎(chǔ)上常抓不懈，不斷探索創(chuàng)新，進一步鞏固和擴大學(xué)習領(lǐng)導(dǎo)力素質(zhì)模型的成果，今后將進一步加強以下幾個方面的工作：

1、加強公司領(lǐng)導(dǎo)在素質(zhì)模型學(xué)習及應(yīng)用中的主導(dǎo)作用

學(xué)習和推廣應(yīng)用領(lǐng)導(dǎo)力素質(zhì)模型是一項長期而艱巨的系統(tǒng)工程，會涉及到企業(yè)管理的多個環(huán)節(jié)，涉及到觀念轉(zhuǎn)變和行為模式的改變，需要加強公司領(lǐng)導(dǎo)在學(xué)習和應(yīng)用中的領(lǐng)導(dǎo)作用，按照素質(zhì)模型的標準發(fā)展自己，打造團隊，塑造和傳承優(yōu)秀的華潤文化。

2、圍繞戰(zhàn)略目標逐步推廣素質(zhì)模型的應(yīng)用

充分認識領(lǐng)導(dǎo)力素質(zhì)模型在領(lǐng)導(dǎo)力發(fā)展、組織再造、打造優(yōu)秀核心文化的重要性，公司領(lǐng)導(dǎo)從戰(zhàn)略高度出發(fā)，逐步推動領(lǐng)導(dǎo)力素質(zhì)模型的學(xué)習和應(yīng)用，在發(fā)展企業(yè)領(lǐng)導(dǎo)力、提高關(guān)鍵崗位人員領(lǐng)導(dǎo)水平的同時，逐漸應(yīng)用于企業(yè)的招聘、選拔、考評等環(huán)節(jié)，使領(lǐng)導(dǎo)力素質(zhì)模型成為選撥人、發(fā)展人、評價人和激勵人的標準，在素質(zhì)模型的基礎(chǔ)上構(gòu)建企業(yè)核心競爭力，提升企業(yè)的管理水平。

3、領(lǐng)導(dǎo)力素質(zhì)模型測評和反饋

嘗試建立領(lǐng)導(dǎo)力素質(zhì)模型的測試和反饋機制，通過測評和反饋，使每個人認識到自己改進情況和效果，為持續(xù)不斷地按照素質(zhì)模型的標準改進自身行為提供有效依據(jù)。

華潤集團領(lǐng)導(dǎo)力素質(zhì)模型明確了領(lǐng)導(dǎo)者的行為要求，聚焦了華潤核心的文化價值觀，通過深入學(xué)習和應(yīng)用，不斷發(fā)展公司關(guān)鍵崗位人員的領(lǐng)導(dǎo)力，使每個人都以素質(zhì)模型的基本要求去培養(yǎng)自己，鍛煉自己，發(fā)展自己，推動公司健康穩(wěn)定地發(fā)展。

北京華潤高新燃氣有限公司

2010年12月28日

第二篇：領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習總結(jié)

2010年領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習總結(jié)（安全管理部）

根據(jù)公司對領(lǐng)導(dǎo)力素質(zhì)模型工作的統(tǒng)一部署和要求，安全管理部集中精力組織全體人員尤其是班組長進行了華潤領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習，通過學(xué)習提高了對領(lǐng)導(dǎo)力素質(zhì)模型理解，更新了全部室人員思維觀念，明確工作目標，取到可喜的效果。提升了安全管理部整體素養(yǎng)，及團隊工作能力，現(xiàn)總結(jié)如下：

一：部室領(lǐng)導(dǎo)高度重視，進行周密安排，精心組織。通過學(xué)習，使我們深刻理解了華潤集團領(lǐng)導(dǎo)力素質(zhì)模型的發(fā)布是華潤集團歷史上一個非常重要的里程碑，標志著華潤集團在文化的打造、團隊的打造、領(lǐng)軍人物的打造上樹立了一個價值標準。說到底華潤集團領(lǐng)導(dǎo)力素質(zhì)模型首先是對一把手的要求，也是對全集團的要求，同時更是對我們每個華潤人的要求，是華潤集團核心的文化價值觀，它將引領(lǐng)華潤集團走向未來，引領(lǐng)華潤經(jīng)理人不斷成長，引領(lǐng)華潤每一個員工都以素質(zhì)模型的基本要求去培養(yǎng)自己、鍛煉自己、發(fā)展自己。二：領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習初見成效

我們部室全體員工深深體會到這是一次收獲頗豐、感受最多的培訓(xùn)，是一次務(wù)實管用、效果突出的培訓(xùn)。經(jīng)過這次培訓(xùn)，啟迪了思維，拓展了視野，獲益匪淺。

（1）深刻體會了華潤文化的博大精深，華潤領(lǐng)導(dǎo)力素質(zhì)模型同華潤優(yōu)秀企業(yè)文化是息息相關(guān)的，領(lǐng)導(dǎo)力素質(zhì)模型集中體現(xiàn)了華潤文化的內(nèi)涵，追求卓越、主動應(yīng)變、正直坦誠、領(lǐng)導(dǎo)團隊等素質(zhì)，就很好地體現(xiàn)了華潤文化中的簡單、坦誠、陽光、團隊、反思和學(xué)習等文

化內(nèi)核。引導(dǎo)每個人按照素質(zhì)模型的標準發(fā)展自己，增強自己學(xué)習反思、積極主動、富有激情、勇于擔當?shù)囊庾R，培養(yǎng)戰(zhàn)略性思維、跨團隊協(xié)作、塑造組織能力的素質(zhì)，極大促進了部室的發(fā)展和個人價值實現(xiàn)的良性循環(huán)．解決了滯后的領(lǐng)導(dǎo)力發(fā)展水平同日趨繁重的工作之間的矛盾。

（2）領(lǐng)導(dǎo)能力進一步提升。通過學(xué)習培訓(xùn)，進一步深化了對提升了對領(lǐng)導(dǎo)力緊迫性和重要性的認識，深化了對領(lǐng)導(dǎo)力內(nèi)涵的理解，了解和掌握了提升和開發(fā)領(lǐng)導(dǎo)力的方法途徑，自我調(diào)適的能力、團結(jié)協(xié)作的能力、總攬全局的能力、科學(xué)判斷形勢的能力、駕馭安全管理工作的能力。

（3）安全工作思路得到了進一步清晰。通過領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習活動，進一步提高了對安全管理工作內(nèi)在規(guī)律的認識，安全生產(chǎn)的靈魂是安全文化，安全文化核心是人的安全素質(zhì)。為切實加強安全管理工作，月月開展安全生產(chǎn)業(yè)務(wù)培訓(xùn)，使每位員工牢牢樹立 “安全第一”的哲學(xué)觀；珍愛生命的情感觀；安全效益的價值觀；預(yù)防為主的科學(xué)觀。通過安全生產(chǎn)形勢分析例會，事故現(xiàn)場分析會和各種專題安全會議等形式，采取了課堂講授法、實操演練法、案例研討法進行了思想教育；通過系統(tǒng)的安全教育、定期培訓(xùn)、日常練功和不定期抽考等活動進行了業(yè)務(wù)培訓(xùn)，全面提高了部室員工的安全素養(yǎng)，有力的促進了安全工作。

三、華潤集團領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習的幾點啟示

通過華潤集團領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習培訓(xùn)，我們深刻體會到，作為安全管理部負責人，要著力在六個方面提升領(lǐng)導(dǎo)力．

（1）要提升學(xué)習力。要保持旺盛的學(xué)習熱情，不斷提高自身的文化知識層次和調(diào)整知識結(jié)構(gòu)，汲取華潤博大精深的文化營養(yǎng)，不斷總結(jié)提高，以適應(yīng)工作中出現(xiàn)的新的情況．

（2）要提升控制力。要善于謀全局、管方向、抓重點．

（3）要提升決策力。要善于科學(xué)決策、民主決策．

（4）要提升協(xié)調(diào)力。要協(xié)調(diào)處理好與上級、與下級、與同級的關(guān)系，善于調(diào)動一切積極因素，尤其要善于團結(jié)與自己有不同意見的同志一道工作，形成既有分工又有合作的創(chuàng)新型團隊。

（５）要提升調(diào)適力。要不斷增強心理調(diào)適力，掌握心理調(diào)適的方法，自覺進行心理調(diào)適，防止和克服不良心理狀態(tài)．

（6）要提升創(chuàng)新力。要注重借鑒經(jīng)驗開拓創(chuàng)新的工作的能力。我們將借這次華潤集團領(lǐng)導(dǎo)力素質(zhì)模型學(xué)習培訓(xùn)的強大動力，結(jié)合實際運用好培訓(xùn)成果，進一步調(diào)整工作思路，完善決策措施，不斷提升領(lǐng)導(dǎo)能力和工作水平，以促進安全管理工作健康前行．

第三篇：領(lǐng)導(dǎo)力素質(zhì)模型

解讀華潤集團領(lǐng)導(dǎo)力素質(zhì)模型

http://fj.house.sina.com.cn 2009-02-14 09:40 新浪福建房產(chǎn)

“我宣布，華潤集團領(lǐng)導(dǎo)力素質(zhì)模型正式啟用！”2008年12月22日上午，在深圳觀瀾湖駿豪酒店駿豪演講廳里，伴隨著華潤集團領(lǐng)導(dǎo)力素質(zhì)模型水晶彩球的亮燈儀式，集團宋林董事長向集團各部室、一級利潤中心總經(jīng)理和人力資源負責人揭開了華潤集團領(lǐng)導(dǎo)力素質(zhì)模型的神秘面紗。

宋董即興進行了簡短的演講。他指出：華潤集團領(lǐng)導(dǎo)力素質(zhì)模型的發(fā)布是華潤集團歷史上一個非常重要的里程碑，標志著華潤集團在文化的打造、團隊的打造、領(lǐng)軍人物的打造上樹立了一個價值標準。說到底華潤集團領(lǐng)導(dǎo)力素質(zhì)模型首先是對一把手的要求，也是對全集團的要求，是華潤集團核心的文化價值觀，它將引領(lǐng)華潤集團走向未來，引領(lǐng)華潤經(jīng)理人不斷成長，引領(lǐng)華潤每一個員工都以素質(zhì)模型的基本要求去培養(yǎng)自己、鍛煉自己、發(fā)展自己。

那么，華潤集團領(lǐng)導(dǎo)力素質(zhì)模型究竟是什么？建立領(lǐng)導(dǎo)力素質(zhì)模型對華潤集團有什么意義？未來我們應(yīng)該如何正確理解并運用領(lǐng)導(dǎo)力素質(zhì)模型？針對集團各級領(lǐng)導(dǎo)者和廣大員工在首次接觸“華潤集團領(lǐng)導(dǎo)力素質(zhì)模型”時可能產(chǎn)生的種種疑惑，華潤集團領(lǐng)導(dǎo)力發(fā)展項目組給出了解釋。

一、什么是素質(zhì)模型？

1、什么是素質(zhì)？

在商業(yè)環(huán)境中，素質(zhì)是指在既定的崗位、角色、組織和文化中，驅(qū)動一個人產(chǎn)生優(yōu)秀工作績效的各種個性特征的集合。素質(zhì)決定了一個人能否勝任或者很好地完成工作任務(wù)。每一個素質(zhì)都與特定的行為表現(xiàn)相聯(lián)系。Hay(合益)集團采用冰山理論闡述了對素質(zhì)的理解。他們認為素質(zhì)由以下六個部分組成：

·知識：個人在一個領(lǐng)域內(nèi)所掌握的信息總和。例如了解財務(wù)方面的知識，掌握計算機語言和編程的方法等。

·技能：個人運用他/她所掌握知識的方式和方法。例如可以熟練地進行計算機的操作，或者可以進行流利的外語交流等。

·社會角色：個人呈現(xiàn)給社會的形象。例如，是一個制定戰(zhàn)略者還是執(zhí)行戰(zhàn)略者，是發(fā)起變革者還是執(zhí)行變革者等。

·自我形象：個人對自己的形象定位。例如把自己看成一個老師或領(lǐng)導(dǎo)者，把自己看成是善演講的人或不善演講的人等。

·個性特點：個人以一定的方式產(chǎn)生行為的性情和氣質(zhì)。例如是個很好的聆聽者，有危機感，對數(shù)字敏感，有洞察力等。

·動機：對行為不斷產(chǎn)生驅(qū)動作用的需要和想法。例如：想要自我成就某些事情，想要影響他人的績效等。

在冰山模型上，知識和技能在冰山的頂部，較容易發(fā)現(xiàn)和測量。水線下的素質(zhì)，盡管難于被發(fā)現(xiàn)，但是卻對表面的行為有很大的直接的影響。社會角色和自我形象存在于意識的水平；個性特點和動機在更深的層次下，往往離人的“核心”最近。也就是說，在水面下越深的部分，越不容易被觀察與測量，但是對績效的影響卻越長遠。冰山模型說明了素質(zhì)是如何潛在地作用于人的行為，并最終影響與預(yù)示著人的績效。

2、什么是素質(zhì)模型？

素質(zhì)模型就是為了完成某項工作，達成某一績效目標，要求任職者具備的一系列不同素質(zhì)的組合。素質(zhì)模型是針對特定的組織，在特定的時期內(nèi)而設(shè)計的。不同的公司，因為它們組織結(jié)構(gòu)、業(yè)務(wù)模式、所處行業(yè)等方面迥異，所以對員工的素質(zhì)要求不可能相同。即使是同一個公司，處在不同的發(fā)展階段，它們的素質(zhì)模型也可能會發(fā)生變化。

素質(zhì)模型通常由4-8個與工作績效最相關(guān)的素質(zhì)組成。素質(zhì)模型可以幫助管理者判斷并發(fā)現(xiàn)員工績效好壞差異的關(guān)鍵驅(qū)動因素，據(jù)此指導(dǎo)員工改進并提高績效。

素質(zhì)模型一般分為三類，第一類是崗位族群的素質(zhì)，這個一般是對專業(yè)崗位人才的要求；第二類是通用素質(zhì)，是對所有人員的基本要求；第三類是領(lǐng)導(dǎo)力素質(zhì)，是對領(lǐng)導(dǎo)者和管理者的要求。很顯然，華潤集團的領(lǐng)導(dǎo)力素質(zhì)模型，屬于第三類。

二、華潤集團為什么要建立領(lǐng)導(dǎo)力素質(zhì)模型？

宋林董事長在2008年7月13-14日的華潤集團領(lǐng)導(dǎo)力發(fā)展項目階段匯報會上提出，華潤集團大力發(fā)展領(lǐng)導(dǎo)力，是為了應(yīng)對華潤集團發(fā)展的六大需要，為了消除華潤領(lǐng)導(dǎo)者存在的五大現(xiàn)象，為了塑造簡單、坦誠、陽光的企業(yè)文化，為了解決滯后的領(lǐng)導(dǎo)力發(fā)展水平同日益龐大的事業(yè)之間的矛盾。

華潤集團領(lǐng)導(dǎo)力的發(fā)展，大致可以分為三個主要的階段，第一個階段是建立領(lǐng)導(dǎo)力素質(zhì)模型，有了模型，就有了選拔和培養(yǎng)領(lǐng)導(dǎo)人的標準，這是領(lǐng)導(dǎo)力發(fā)展的起點，也是非常關(guān)鍵的一步。第二個階段，是要建立測評與發(fā)展中心，這是將素質(zhì)模型落地的非常重要的方式，真正實現(xiàn)基于模型的測評與發(fā)展。第三個階段，是建立基于素質(zhì)模型的完整的領(lǐng)導(dǎo)人才選、育、用、留的機制和流程，將領(lǐng)導(dǎo)力的發(fā)展流程同戰(zhàn)略流程、運營流程、文化塑造流程等實現(xiàn)無縫鏈接，一體化運行。

因此，領(lǐng)導(dǎo)力素質(zhì)模型的建立，是整個領(lǐng)導(dǎo)發(fā)展體系的基礎(chǔ)工作。領(lǐng)導(dǎo)力素質(zhì)能力模型的發(fā)布，意味著集團領(lǐng)導(dǎo)力發(fā)展已經(jīng)邁出重要的一步，取得階段性的成果。

三、如何正確理解華潤集團領(lǐng)導(dǎo)力素質(zhì)模型？

1、華潤集團領(lǐng)導(dǎo)力素質(zhì)模型圖形解讀

(1)構(gòu)圖：

·“創(chuàng)造組織優(yōu)勢”及“引領(lǐng)價值導(dǎo)向”置于圖形底部，分別代表企業(yè)內(nèi)部硬性能力和軟性能力，是企業(yè)生存及發(fā)展的根基；“贏得市場領(lǐng)先”置于圖形頂部，是企業(yè)努力的方向，是企業(yè)的戰(zhàn)略目標。

·三個“人”字構(gòu)成了一個朝上的“↑”形狀，體現(xiàn)了積極向上、動態(tài)活力的精神內(nèi)涵；

·三個“人”字體現(xiàn)了華潤集團人力資源核心價值觀：尊重人的價值；開發(fā)人的潛能；升華人的心靈；

·一個“眾”字體現(xiàn)了華潤集團領(lǐng)導(dǎo)力不僅是指個人領(lǐng)導(dǎo)力，同時也強調(diào)團隊領(lǐng)導(dǎo)力、組織領(lǐng)導(dǎo)力。

(2)色系：

·琥珀黃——贏得市場領(lǐng)先：琥珀黃代表朝氣、積極、領(lǐng)先，代表收獲和成果；

·藍色——創(chuàng)造組織優(yōu)勢：代表規(guī)則和程序，組織優(yōu)勢即是指企業(yè)的戰(zhàn)略、文化、制度、流程、機制；

·綠色——引領(lǐng)價值導(dǎo)向：綠色代表生命和生機，價值導(dǎo)向是領(lǐng)導(dǎo)人的生命之本，是華潤基業(yè)常青的根基。

2、華潤集團領(lǐng)導(dǎo)力素質(zhì)模型內(nèi)涵解讀華潤集團領(lǐng)導(dǎo)力素質(zhì)模型由三大類、八大項素質(zhì)組成，每個素質(zhì)包括一個定義，素質(zhì)分級的維度及四個層級。具體如下：

第一類：贏得市場領(lǐng)先(Compete for Market Leadership)

(1)為客戶創(chuàng)造價值(Creating Value for Customer)

定義：以客戶為中心，研究并洞察其需求，不斷驅(qū)動產(chǎn)品和服務(wù)的改善和創(chuàng)新，為客戶創(chuàng)造價值，贏得忠誠的客戶。

維度：對客戶需求的滿足程度

注釋：客戶在這里指的是外部的客戶

層級四：引領(lǐng)需求，創(chuàng)新價值

?前瞻性地預(yù)測客戶需求可能的發(fā)展趨勢，提前做出籌劃，引領(lǐng)客戶需求。

?與客戶締結(jié)利益共同體，與客戶建立長期的雙贏戰(zhàn)略伙伴關(guān)系，共同應(yīng)對未來挑戰(zhàn)，攜手客戶獲得長期成功。

?重塑產(chǎn)業(yè)價值鏈，為客戶提供創(chuàng)新的增值服務(wù)。

層級三：洞察潛在需求，超越客戶期望

?基于對客戶需求的深入研究，發(fā)現(xiàn)客戶的潛在需求，通過額外的努力，完成對客戶的服務(wù)，使客戶感受到超出期望的服務(wù)質(zhì)量。

?根據(jù)客戶的需求，在不增加客戶的開支及不損失公司利益的前提下，提供超值的解決方案、產(chǎn)品或服務(wù)。

注釋：潛在需求指的是客戶已經(jīng)意識到的需要但還未寄望會被滿足。

層級二：不斷反思及改進對客戶的服務(wù)

?主動反思產(chǎn)品和服務(wù)的問題，并提出改進措施。

?從客戶提出的問題中，找出背后在制度和流程中的漏洞，通過制度和流程的改進，保障產(chǎn)品和服務(wù)的持續(xù)優(yōu)化，根治問題。

?和客戶保持密切聯(lián)系，以主動溝通，傾聽客戶聲音等方式，去總結(jié)及反思對客戶服務(wù)的改進。

層級一：提供滿意的服務(wù)，響應(yīng)客戶的要求

?迅速響應(yīng)，以真誠、負責的態(tài)度及時提供令客戶滿意的服務(wù)和產(chǎn)品。

?當顧客提出問題時，以首問負責的態(tài)度花時間與精力為顧客處理問題。

(2)戰(zhàn)略性思維(Thinking Strategically)

定義：面對各種情境，基于數(shù)據(jù)信息，運用多種思維方式，系統(tǒng)性地形成對業(yè)務(wù)的認識和判斷，并最終做出有創(chuàng)意的戰(zhàn)略性決策。

維度：圍繞思考的廣度、深度

層級四：洞察趨勢，突破思維

?判斷行業(yè)未來3-5年變化趨勢，進行突破性思考，指出戰(zhàn)略方向。

?顛覆性思考，創(chuàng)新商業(yè)模式，重新定義行業(yè)格局。

層級三：全局思考，把握本質(zhì)

?從全局的角度平衡各種因素的利弊，運用情景規(guī)劃的方式思考不同戰(zhàn)略的可行性，找出最佳戰(zhàn)略。

?在多變情境中，迅速抓住業(yè)務(wù)成敗的核心因素，進行靈活的戰(zhàn)略調(diào)整。

?從多個維度進行思考，找到實現(xiàn)戰(zhàn)略目標的杠桿解。

層級二：深刻分析，發(fā)現(xiàn)規(guī)律

?運用結(jié)構(gòu)性管理工具對行業(yè)、市場、產(chǎn)品、客戶進行分析。

?通過各種方式發(fā)現(xiàn)業(yè)務(wù)或行業(yè)規(guī)律。

注釋：這里說的規(guī)律是指一些表面的周期性或常理性的現(xiàn)象或特點，如果是探討現(xiàn)象的背后的深層原因，則屬于本質(zhì)的探討。

層級一：指出聯(lián)系，分清主次

?基于數(shù)據(jù)信息分析，看清行業(yè)、市場、產(chǎn)品、客戶等不同因素之間的直接關(guān)聯(lián)。

?基于戰(zhàn)略目標進行優(yōu)先級判斷，分清主次。

(3)主動應(yīng)變(Acting Proactively)

定義：預(yù)見未來可能存在的挑戰(zhàn)或機遇，并且主動進行謀劃布局，爭取并整合資源，堅韌地致力于問題的解決。

維度：預(yù)見未來的難度、解決問題的難度

層級四：預(yù)見機遇或挑戰(zhàn)，果斷決策

?在充分判斷未來長期收益的基礎(chǔ)上敢于果斷做出決策

?主動跳出現(xiàn)有運作框架，預(yù)見未來機遇或挑戰(zhàn)。

?充分調(diào)動、組合所有可利用資源，以把握機遇或降低風險。

層級三：靈活應(yīng)變，堅定不移地完成既定的目標

?運用多種可行性方案，爭取整合各種資源，一計不成，再生一計，堅定持久地采取行動。

?在逆境中沉著應(yīng)對、處理突發(fā)性、復(fù)雜的事件，靈活改變工作計劃，并有效推進工作，堅持達成原定的目標。

層級二：設(shè)定中長期行動目標，制定行動方案

?設(shè)定中長期目標，構(gòu)思細化方案，考慮關(guān)鍵節(jié)點，并據(jù)此制定行動方案。

?建立長期的監(jiān)控機制，以保障方案的有效執(zhí)行。

層級一：積極正向、直面問題

?主動思考每天日常工作中存在的問題，并采取相應(yīng)的行動去解決。

?以正向的心態(tài)看待日常工作的困難，直面問題，不退縮，不逃避。

第二類：創(chuàng)造組織優(yōu)勢(Re-generate Organizational Advantage)

(1)塑造組織能力(Building Organizational Capability)

定義：根據(jù)企業(yè)整體戰(zhàn)略、文化、價值觀的要求，建立并持續(xù)優(yōu)化、完善組織架構(gòu)、業(yè)務(wù)與管理流程、團隊人才發(fā)展機制等，落實戰(zhàn)略、文化、價值觀，提升組織能力，從而形成難以復(fù)制的競爭優(yōu)勢。

維度：塑造手段的復(fù)雜性、與戰(zhàn)略匹配程度

層級四：傳播落實文化價值觀、打造難以復(fù)制的組織優(yōu)勢

?深刻意識到公司文化、價值觀重要性，通過持續(xù)不斷在組織內(nèi)宣傳貫徹、身體力行等方式，在組織內(nèi)落實公司文化和價值觀的要求。

?打破組織壁壘和層級，推動建立獨特的組織文化，比如無邊界溝通的跨組織協(xié)作文化、以集體反思為核心的組織學(xué)習文化等。

層級三：聚焦戰(zhàn)略目標，建立戰(zhàn)略中心型組織

?以戰(zhàn)略為中心，構(gòu)建組織架構(gòu)、業(yè)務(wù)與管理流程、團隊人才發(fā)展機制等，保持業(yè)務(wù)戰(zhàn)略與組織建設(shè)的一致性。

?深刻理解公司戰(zhàn)略，時時督促和檢查組織內(nèi)的組織架構(gòu)、流程、人才發(fā)展等機制是否符合公司戰(zhàn)略要求。

層級二：整體規(guī)劃，系統(tǒng)地提升組織有效性

?規(guī)劃并建立組織架構(gòu)、業(yè)務(wù)與管理流程、團隊人才發(fā)展等組織機制。

?建立組織能力提升的動態(tài)調(diào)整和監(jiān)督機制，如設(shè)定組織能力提升的目標，并定期持續(xù)評估和跟蹤。

層級一：以組織能力的視角看問題，局部改善調(diào)整

?當問題發(fā)生時，不僅僅只是解決具體問題，而是通過組織架構(gòu)、業(yè)務(wù)與管理流程、團隊人才發(fā)展機制等角度進行局部調(diào)整，以避免問題再次發(fā)生。

?調(diào)查、了解并思考組織在組織架構(gòu)、業(yè)務(wù)與管理流程、團隊人才發(fā)展機制等上存在的問題。

(2)領(lǐng)導(dǎo)團隊(Leading Your Team)

定義：明確團隊目標，建立規(guī)則和體系，實現(xiàn)團隊有序運作，并激勵團隊，培養(yǎng)團隊能力，有效提升凝聚力，最終打造高績效團隊。

維度：團隊有效性的程度、團隊領(lǐng)導(dǎo)的影響程度

層級四：凝聚團隊靈魂，打造高績效團隊

?通過身體力行的方式，或通過象征性的事件，塑造、落實團隊文化和價值觀。

?通過持續(xù)地描繪、闡述愿景和使命，不斷感召、激勵團隊，營造高績效的工作氛圍。

?采取多樣的領(lǐng)導(dǎo)風格，針對不同團隊成員的特點和不同工作情境的要求，靈活應(yīng)對，打造高績效的團隊。

層級三：優(yōu)化團隊運作機制，確保團隊高效運作

?系統(tǒng)地評估、發(fā)現(xiàn)團隊的薄弱之處，并采取措施加以改善，如優(yōu)化團隊配置等。

?優(yōu)化團隊運作機制，如建立獎懲規(guī)則、協(xié)作流程制度等，并有效落實。

?規(guī)劃團隊人才發(fā)展培養(yǎng)計劃，建立人才梯隊。

層級二：促進團隊互動，創(chuàng)造學(xué)習氛圍

?倡導(dǎo)團隊合作，群策群力，鼓勵團隊積極互動。

?分享經(jīng)驗，輔導(dǎo)隊員間的合作，化解團隊合作沖突。

?為團隊學(xué)習提供資源，創(chuàng)造有利的學(xué)習環(huán)境與氛圍。

層級一：明確工作標準，時時監(jiān)督反饋

?明確團隊工作任務(wù)、目標及具體要求，并明確團隊成員各自的任務(wù)及角色。

?合理進行授權(quán)，并對任務(wù)的執(zhí)行過程進行檢查，并給予反饋。

?堅持績效標準，賞罰分明。

(3)跨團隊協(xié)作(Collaborating across Team)

定義：尊重和認可跨團隊的成員，并與之通力協(xié)作，提供相互支持與幫助，以實現(xiàn)資源共享，發(fā)揮組織的協(xié)同優(yōu)勢，提升核心競爭力。

維度：協(xié)作的難度，協(xié)作所產(chǎn)生的效果

注釋：跨團隊指的是跨部門、跨業(yè)務(wù)單元。

層級四：建立持久合作機制，產(chǎn)生多元化協(xié)同效應(yīng)

?通過不斷協(xié)商，總結(jié)與反思等方式，創(chuàng)造多元化業(yè)務(wù)協(xié)作模式，建立持久的跨團隊合作機制。

?堅持大華潤視角，打破邊界，產(chǎn)生多元化協(xié)同效應(yīng)，形成集團核心競爭優(yōu)勢。

層級三：不計局部得失，化解沖突

?在處理協(xié)作出問題或矛盾時，保持沉著冷靜，平衡靈活性和原則性，時刻關(guān)注整個集團的長遠利益，而不計較自身利益的損失。

?探求雙贏方案，鼓勵并引導(dǎo)化解跨團隊合作中的利益沖突。

層級二：相互支持，建立合作

?了解跨團隊的資源分布情況，工作中有意識地尋求跨團隊的支持。同時，當其他團隊需要支持時，亦提供幫助。

?通過共享資源等方式、建立初步、臨時的跨團隊合作。

層級一：彼此尊重，相互學(xué)習

?尊重跨團隊成員的多元化價值觀與背景，認可他人的努力和成績。

?愿意向其他團隊的同事學(xué)習，認真地向他們征求意見和建議。

?積極主動地與其他團隊的同事分享最佳實踐，以求共同提高。

第三類：引領(lǐng)價值導(dǎo)向(Champion Corporate Credo)

(1)正直坦誠(Acting with Integrity)

定義：做人坦誠，敢于講真話，處事公正，堅持原則，為公司利益，不畏權(quán)威。

維度：行為的難易程度、所承受外界壓力的大小

層級四：不畏權(quán)威，犯顏直諫

?為公司整體或長遠利益考慮，即使可能危及個人利益或面臨權(quán)威的巨大壓力，仍勇于提出和堅持個人的不同意見。

?當上級的言行失當，可能危害組織的利益或違背組織的原則時，敢于直諫。

層級三：直面沖突，堅持原則

?面臨沖突和分歧時，不回避矛盾，敢于表明并堅持個人觀點，能夠客觀公正地做出決策。

?面對利益誘惑時，堅守職業(yè)操守，不為所動。

層級二：處事公正，誠實可信

?待人處事公平公正。

?言行一致，遵守對他人的承諾。

層級一：遵守規(guī)則，坦率真誠

?遵循組織規(guī)則，做事規(guī)范。

?坦率真誠，說真話，說實話，少有顧慮，能當面主動分享信息、觀點和評價。

(2)追求卓越(Driving for Excellence)

定義：勇于不斷挑戰(zhàn)自我，設(shè)定更高更具挑戰(zhàn)性目標，突破與超越過去的成績，積極主動地追求更加卓越的業(yè)務(wù)結(jié)果。

維度：所設(shè)定目標的難度、自我挑戰(zhàn)的程度

層級四：挑戰(zhàn)不可能的任務(wù)，顛覆性超越自我

?即使在看似不可能達成的情況下，如超越或引領(lǐng)世界或行業(yè)頂級水準，仍勇于承擔風險，同時積極投入必要的精力與資源，縝密分析風險點與詳細計劃，全力行動，以求最大可能地達成所追求的目標。

?不迷信權(quán)威，不受制于自己已經(jīng)取得的成就，勇于顛覆性突破及超越自我。

層級三：迎難而上，主動設(shè)定或承擔挑戰(zhàn)性目標

?主動為自己定立具有挑戰(zhàn)性的目標并積極采取具體行動去實現(xiàn)目標。

?勇于迎難而上，主動帶頭承擔公司所設(shè)定的挑戰(zhàn)性目標，為其他團隊成員起模范帶頭作用。

注釋：挑戰(zhàn)性目標是指預(yù)計在努力的狀態(tài)下能達成的可能性也只有80%

層級二：不滿足于現(xiàn)狀，持續(xù)改進以提高效率

?不滿足現(xiàn)狀，主動思考工作中仍能提高的地方，并積極采取行動，付諸實踐。

?通過對工作程序、規(guī)章制度、或工作方法等做出具體的改進，有效提高工作效率和質(zhì)量，超越預(yù)期的業(yè)績目標。

層級一：樂業(yè)敬業(yè)，堅持高質(zhì)量完成工作

?樂于接受工作安排或任務(wù)，愿意付出額外時間完成工作內(nèi)容。

?對于常規(guī)的事務(wù)性工作，不厭其煩，高標準、高質(zhì)量完成。

四、如何應(yīng)用華潤集團領(lǐng)導(dǎo)力素質(zhì)模型？

從當前國際前沿研究和大型跨國企業(yè)的實踐來看，領(lǐng)導(dǎo)力素質(zhì)模型可應(yīng)用于招聘選拔、培訓(xùn)發(fā)展、績效管理、薪酬管理、后備干部培養(yǎng)等領(lǐng)域。

1、招聘選拔

企業(yè)可以在現(xiàn)有的招聘選拔程序和制度中加入素質(zhì)考核內(nèi)容，同時在企業(yè)內(nèi)部開展聚焦行為事件訪談的培訓(xùn)，讓集團人力資源專業(yè)人士掌握相應(yīng)的素質(zhì)考查技巧。

2、培訓(xùn)發(fā)展

基于素質(zhì)模型的培訓(xùn)發(fā)展體系有助于避免目光短淺或盲目隨大流，保障整個培訓(xùn)發(fā)展體系是集中做正確的事，而不只是做眼前的事。

3、績效管理

以素質(zhì)為基礎(chǔ)的績效管理不僅強調(diào)要完成的工作指標，而且要幫助管理者明白怎么完成這些指標，需要哪些素質(zhì)和能力作為支持。180度或者360度的領(lǐng)導(dǎo)力素質(zhì)測評可以幫助管理者明確未來發(fā)展方向，同時兼顧硬指標和軟指標兩個方面。

4、薪酬管理

基于素質(zhì)的薪酬管理與通常的薪酬管理相比，其優(yōu)點在于：可以照顧到那些有潛質(zhì)(素質(zhì))的人，可以較好的評價某些專家類型的崗位，同時也可以衡量那些很難用硬指標來衡量的崗位。

5、后備干部培養(yǎng)

借鑒領(lǐng)導(dǎo)力素質(zhì)模型，當員工在考慮未來可能擔任的領(lǐng)導(dǎo)崗位時，他可以比照這些素質(zhì)來發(fā)展自己；從企業(yè)的角度出發(fā)，通過素質(zhì)來培養(yǎng)和選拔后備干部，已經(jīng)被證明是科學(xué)有效的方法之一。

根據(jù)集團對領(lǐng)導(dǎo)力發(fā)展工作的統(tǒng)一部署和要求，2009年將是集團領(lǐng)導(dǎo)力素質(zhì)模型的宣導(dǎo)和試點應(yīng)用階段。集團部室及利潤中心均應(yīng)積極宣傳和推廣素質(zhì)模型，并將試點成功的領(lǐng)導(dǎo)力素質(zhì)模型應(yīng)用模式推廣到全集團，使集團領(lǐng)導(dǎo)力素質(zhì)模型真正成為選拔和培養(yǎng)人的標準，成為文化價值觀的核心，成為新一輪發(fā)展的重要驅(qū)動力量。

華潤集團下屬企業(yè)一覽

2014-4-17 19:13:00 來源：金融界網(wǎng)站

華潤（集團）有限公司核心業(yè)務(wù)包括消費品（含零售、啤酒、食品、飲料）、電力、地產(chǎn)、醫(yī)藥、水泥、燃氣、金融等。華潤的多元化業(yè)務(wù)具有良好的產(chǎn)業(yè)基礎(chǔ)和市場競爭優(yōu)勢，其中零售、啤酒、電力、地產(chǎn)、燃氣、醫(yī)藥已建立行業(yè)領(lǐng)先地位。

華潤集團下屬企業(yè)架構(gòu)（按行業(yè)分類）：

華潤創(chuàng)業(yè)有限公司：

1.1華潤萬家有限公司：是華潤集團旗下優(yōu)秀零售連鎖企業(yè)集團，同時也是中國最具規(guī)模的零售連鎖企業(yè)集團之一。旗下?lián)碛腥A潤萬家、蘇果、歡樂頌、中藝、華潤堂、Ole‘、blt、VanGO、Voi_la！、VIVO采活、Pacific Coffee等多個著名品牌，其中超市業(yè)務(wù)已連續(xù)多年位居中國連鎖超市第一位。

1.2 華潤雪花啤酒（中國）有限公司：成立于1994年，是一家生產(chǎn)、經(jīng)營啤酒的全國性的專業(yè)啤酒公司。總部設(shè)于中國北京。其股東是華潤創(chuàng)業(yè)有限公司和全球第二大啤酒集團SABMiller。華潤雪花啤酒在中國經(jīng)營超過70家啤酒廠，旗下含雪花啤酒品牌及30多個區(qū)域品牌共占有中國啤酒市場的21%份額。2010年華潤雪花啤酒銷量超過928萬千升，年增長達11%，公司總產(chǎn)銷量連續(xù)六年遙遙領(lǐng)先國內(nèi)其他啤酒企業(yè)。2010年雪花單品牌銷量進一步增長16%達到841.3萬千升，鞏固了其作為全球領(lǐng)先啤酒品牌的地位。

1.3華潤五豐有限公司：1951年成立於香港，隸屬華潤（集團）有限公司，現(xiàn)為香港恒生指數(shù)成分股“華潤創(chuàng)業(yè)”的全資附屬公司，是一家集食品研發(fā)、生產(chǎn)、加工、批發(fā)、零售、運輸、國際貿(mào)易於一體的綜合性食品集團。主營業(yè)務(wù)包括肉食業(yè)務(wù)、水產(chǎn)業(yè)務(wù)、綜合食品業(yè)務(wù)三大類，業(yè)務(wù)區(qū)域涵蓋香港、中國內(nèi)地及海外市場。

1.4華潤怡寶食品飲料（深圳）有限公司：隸屬華潤集團屬下香港上市公司華潤創(chuàng)業(yè)有限公司，總部位于深圳市 華潤集團在2002年之前所使用的公司標志

高新技術(shù)產(chǎn)業(yè)園區(qū)（北區(qū)），主營“怡寶”牌系列飲用純凈水，1989年，華潤怡寶在國內(nèi)率先推出純凈水，是國內(nèi)最早專業(yè)化生產(chǎn)包裝飲用水的企業(yè)之一。2009年以“營養(yǎng)素飲料”為切入點，開發(fā)并推出具有“舒緩”功能的營養(yǎng)素果味飲料“零帕”，開創(chuàng)了中國功能性飲料細分市場的新品類。

華潤電力控股有限公司：

2.1 華潤新能源控股有限公司。2010年6月30日，華潤集團董事會常務(wù)會議根據(jù)業(yè)務(wù)發(fā)展的需要，決定設(shè)立一級利潤中心華潤新能源控股有限公司，負責風電、核電、光伏、垃圾發(fā)電等項目的開發(fā)、建設(shè)、運營。

2.2 華潤煤業(yè)控股有限公司（China Resources Coal Holdings Company Limited）（簡稱“華潤煤業(yè)”）于2010年8月11日在香港注冊成立，法定股本100億港元，主要從事煤礦投資、建設(shè)與運營，是華潤集團的一級利潤中心、華潤電力控股有限公司（簡稱“華潤電力”）的全資子公司。

華潤置地有限公司

華潤水泥控股有限公司

華潤燃氣（集團）有限公司

華潤醫(yī)藥集團有限公司：

華潤醫(yī)藥的整體規(guī)模位居中國醫(yī)藥(行情,問診)行業(yè)第二名，正在朝著2015年香港主板整體上市的目標邁進。

華潤醫(yī)藥旗下?lián)碛卸嗉覍嵙π酆竦钠髽I(yè)，包括華潤醫(yī)藥產(chǎn)業(yè)發(fā)展（北京）有限公司、創(chuàng)新孵化事業(yè)部、華潤醫(yī)藥商業(yè)集團、華潤三九(行情,問診)、華潤雙鶴(行情,問診)、東阿阿膠(行情,問診)、華潤賽科藥業(yè)、紫竹藥業(yè)等等；其中華潤三

九、華潤雙鶴和東阿阿膠是國內(nèi)A股上市公司。

華潤醫(yī)藥提供的產(chǎn)品和服務(wù)遍及全國28個省市，在藥品制造和醫(yī)藥分銷方面都具有雄厚的產(chǎn)業(yè)基礎(chǔ)和領(lǐng)先的競爭優(yōu)勢。華潤醫(yī)藥旗下銷售額過億港元產(chǎn)品有超過20個，過10億港元產(chǎn)品兩個（即：999感冒靈、東阿阿膠塊）。華潤醫(yī)藥擁有多個“中國馳名商標”，“999”品牌還兩次入選中國最具價值品牌50強，“東阿阿膠”等品牌被評為“中國500最具價值品牌”。華潤金融控股有限公司：

珠海華潤銀行股份有限公司、華潤深國投控股信托有限公司、華潤投資控股有限公司、華潤資產(chǎn)管理有限公司。

華潤集團領(lǐng)導(dǎo)力素質(zhì)模型內(nèi)涵解讀華潤集團領(lǐng)導(dǎo)力素質(zhì)模型由三大類、八大項素質(zhì)組成，每個素質(zhì)包括一個定義，素質(zhì)分級的維度及四個層級。具體如下：

第一類：贏得市場領(lǐng)先(Compete for Market Leadership)

(1)為客戶創(chuàng)造價值(Creating Value for Customer)

定義：以客戶為中心，研究并洞察其需求，不斷驅(qū)動產(chǎn)品和服務(wù)的改善和創(chuàng)新，為客戶創(chuàng)造價值，贏得忠誠的客戶。

維度：對客戶需求的滿足程度

注釋：客戶在這里指的是外部的客戶

(2)戰(zhàn)略性思維(Thinking Strategically)

定義：面對各種情境，基于數(shù)據(jù)信息，運用多種思維方式，系統(tǒng)性地形成對業(yè)務(wù)的認識和判斷，并最終做出有創(chuàng)意的戰(zhàn)略性決策。

維度：圍繞思考的廣度、深度。

(3)主動應(yīng)變(Acting Proactively)

定義：預(yù)見未來可能存在的挑戰(zhàn)或機遇，并且主動進行謀劃布局，爭取并整合資源，堅韌地致力于問題的解決。

維度：預(yù)見未來的難度、解決問題的難度

第二類：創(chuàng)造組織優(yōu)勢(Re-generate Organizational Advantage)

(1)塑造組織能力(Building Organizational Capability)

定義：根據(jù)企業(yè)整體戰(zhàn)略、文化、價值觀的要求，建立并持續(xù)優(yōu)化、完善組織架構(gòu)、業(yè)務(wù)與管理流程、團隊人才發(fā)展機制等，落實戰(zhàn)略、文化、價值觀，提升組織能力，從而形成難以復(fù)制的競爭優(yōu)勢。

維度：塑造手段的復(fù)雜性、與戰(zhàn)略匹配程度

(2)領(lǐng)導(dǎo)團隊(Leading Your Team)

定義：明確團隊目標，建立規(guī)則和體系，實現(xiàn)團隊有序運作，并激勵團隊，培養(yǎng)團隊能力，有效提升凝聚力，最終打造高績效團隊。

維度：團隊有效性的程度、團隊領(lǐng)導(dǎo)的影響程度

(3)跨團隊協(xié)作(Collaborating across Team)

定義：尊重和認可跨團隊的成員，并與之通力協(xié)作，提供相互支持與幫助，以實現(xiàn)資源共享，發(fā)揮組織的協(xié)同優(yōu)勢，提升核心競爭力。

維度：協(xié)作的難度，協(xié)作所產(chǎn)生的效果

注釋：跨團隊指的是跨部門、跨業(yè)務(wù)單元。

第三類：引領(lǐng)價值導(dǎo)向(Champion Corporate Credo)

(1)正直坦誠(Acting with Integrity)

定義：做人坦誠，敢于講真話，處事公正，堅持原則，為公司利益，不畏權(quán)威。

維度：行為的難易程度、所承受外界壓力的大小

(2)追求卓越(Driving for Excellence)

定義：勇于不斷挑戰(zhàn)自我，設(shè)定更高更具挑戰(zhàn)性目標，突破與超越過去的成績，積極主動地追求更加卓越的業(yè)務(wù)結(jié)果。

維度：所設(shè)定目標的難度、自我挑戰(zhàn)的程度

第四篇：Huawei領(lǐng)導(dǎo)力素質(zhì)模型

Strategic Leadership Competency Model Dictionary

DRAFT

戰(zhàn)略性領(lǐng)導(dǎo)力素質(zhì)模型字典 草案

February, 2005 Version

11DRAFT Huawei Strategic Leadership Model Competencies

Building Customer Capability Cluster構(gòu)建客戶能力的素質(zhì)群...............................3 ? Customer Focus 關(guān)注客戶..................................................................................................3 ? Partnering 建立伙伴關(guān)系....................................................................................................8 Building Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群.....................................11 ? Inspiring Leadership鼓舞式領(lǐng)導(dǎo)......................................................................................11 ? Building Organizational Capability塑造組織能力..........................................................17 ? Cross-functional Collaboration跨部門合作.....................................................................24 Building Individual Capability Cluster構(gòu)建個人能力素質(zhì)群.................................30 ? ? ? ? Drive for Results結(jié)果導(dǎo)向...............................................................................................30 Commitment to Huawei獻身華為....................................................................................35 Strategy Thinking 戰(zhàn)略思維..............................................................................................39 Understanding Others理解他人........................................................................................43 Baseline Competencies基本素質(zhì)..........................................................................47 ? ? ? ? Analytical Thinking分析思考..........................................................................................47 Impact and Influence 施加影響.........................................................................................51 Information Seeking信息搜集..........................................................................................58 Initiative積極主動............................................................................................................62 Building Customer Capability Cluster構(gòu)建客戶能力的素質(zhì)群

Customer Focus 關(guān)注客戶

Definition:定義

The passion to understand and serve the customer, meeting their needs in creative and innovative ways.“Customer” refers to current, potential and internal customers.致力于理解客戶需求，并為客戶提供創(chuàng)造性解決方案的行為特征。“客戶”是指現(xiàn)在的、潛在的、和內(nèi)部客戶。Dimension: 維度 ? ? ? ? Depth of the customer?s needs.Complexity of the action.對客戶理解的深度 采取行動的難度

Discussion: 討論

Customer Focus is at the heart of Huawei?s values and purpose, and it is strongest characteristic in the market.It should inform almost everything Huawei does.At the higher levels Customer Focus involves customer-driven innovation;at lower levels it is responsiveness to customer needs.關(guān)注客戶是華為價值和目的的中心，也是市場上最重要的特征。它應(yīng)該反映華為所作的幾乎任何事情。從較高的層次上來說，關(guān)注客戶是指客戶驅(qū)動創(chuàng)新；從較低的層次上來說，關(guān)注客戶指滿足客戶的需求。

How it relates to other competencies: 如何與其他素質(zhì)相聯(lián)系 To be done well, Customer Focus needs to be supported by: ? Understanding Others, to truly listen to and understand the customer?s underlying needs, not just what we assume that the customer needs.? Strategic Thinking, to shape Huawei?s response to the customer

? Appropriate Building Huawei Capability competencies, to ensure a full departmental or organizational response.要良好應(yīng)用，關(guān)注客戶素質(zhì)需要以下素質(zhì)的支持：

? 理解他人素質(zhì)：真正地去傾聽和理解客戶的潛在需求，而不是我們假設(shè)客戶需求什么。? 戰(zhàn)略思考素質(zhì)：來規(guī)范華為對客戶的反應(yīng)。

? 適當?shù)臉?gòu)建華為能力的素質(zhì)群：確保整個部門或組織的充分反應(yīng)。

Customer Focus should exist in a creative tension with Drive for Results and Strategic Thinking.To some extent the leader?s Drive for Results supports Customer Focus, by helping the leader focus on understanding the customer?s business and on supporting the customer?s profitability.On the other hand, the leader needs to exercise discretion in choosing which customer needs receive a full response.Considerations of Huawei?s own profitability, the commercial potential of the project and its fit to Huawei?s strategy should also shape the leader?s response to the array of potential customer needs.關(guān)注客戶應(yīng)存在于一種創(chuàng)造性地緊迫感當中，這種緊迫感與結(jié)果導(dǎo)向素質(zhì)和戰(zhàn)略思維素質(zhì)相聯(lián)。在一定程度上，領(lǐng)導(dǎo)的結(jié)果導(dǎo)向素質(zhì)通過幫助領(lǐng)導(dǎo)注重理解客戶的業(yè)務(wù)，并維護客戶的利潤，支持了關(guān)注客戶。另一方面，在選擇應(yīng)該充分滿足哪些客戶的需求上，領(lǐng)導(dǎo)需要慎重決策?？紤]華為自身的利潤，項目的商業(yè)潛力和它與華為戰(zhàn)略的匹配性也應(yīng)該影響領(lǐng)導(dǎo)對潛在的客戶需求序列的反應(yīng)。Level 1: Responds to Clear Customer Needs

? Based on a clear understanding of the customer?s needs and Huawei?s products and services, obtains needed resources to address customer needs.? The customer needs here are quite straightforward and well understood by the customer.? Solutions are developed based on previous experiences, cases or available products.? Includes taking action to establish relationships with potential customers.層級一: 對于明確的客戶需求的反應(yīng)

? 在明確理解客戶需求和華為的產(chǎn)品和服務(wù)的基礎(chǔ)上，獲得需要的資源來滿足客戶的需求

? 這里的客戶需求是非常簡單的，并且客戶自身也能夠充分地理解。? 基于先前的經(jīng)驗、案例或現(xiàn)有的產(chǎn)品，找到解決途徑。? 包括采取行動來與潛在客戶確立關(guān)系

Example: Our scheme to resolve the problem for the customer was successful but it was delayed for 3 hours.At 11:30 this system was restored completely.There were many technical decisions involved in it.I learned upon arrival that the engineer was so worried that he cried.He was near about 30 and had too much pressure.When the customer implemented their own scheme, I especially told the person in charge of the information center that nobody should be allowed into the equipment room except the several people on the site and everybody else should go back to his own position and couldn?t create more pressure to them.Because so many people gathered around him, his pressure would be much higher.I also asked the responsible supervisor to report on the progress to their internal customer and ask them to wait patiently.I had to comfort them constantly.I believe the customer could also understand us.So finally this problem was solved without causing too much chaos.That was because we handled it very carefully.范例：

我們旨在解決客戶問題的計劃是成功的，但卻被延誤了三個小時。11點30分，系統(tǒng)完全修復(fù)。這其中牽涉到很多技術(shù)性決定。我到達后才知道工程師擔心得都哭了。他將近30歲承受了很大壓力。當客戶實施他們自己的計劃時，我特意告訴信息中心的負責人說：“除了在場的幾個人外，不要允許任何人進入設(shè)備間，其他人都應(yīng)該回到自己的崗位上去，不要給他們制造更大的壓力。”由于周圍聚集了太多人，他的壓力就變得更大。我也要求相關(guān)負責人對內(nèi)部客戶匯報進展情況，并請客戶耐心等待。我需要不斷的安慰他們，我相信客戶也理解我們。最后，這個問題得到解決而且沒有造成過多混亂，那是因為我們處理地非常小心。Level 2: Reacts to Customer Concerns

? Understands the customer?s needs and the rationale of Huawei?s products and services and provides solutions.? The customer?s needs are unclear or are presented simply as objectives, but the customer explicitly states a need and asks for help ? No mature products or services are available as reference.The leader needs to modify what is available to meet customer needs.? Decision making involves balance between cost and effect.? Responds quickly and decisively to customer service emergencies.層級二：解決客戶的擔憂

? 在理解客戶的需求以及華為產(chǎn)品/服務(wù)背后原理的基礎(chǔ)上，為客戶提供解決方案。? 客戶的需求不是非常明確或是以簡單的目的顯示，但是客戶的需要往往相對清晰。? 沒有現(xiàn)成的產(chǎn)品或服務(wù)可以提供可循，需要對已有的方法/方案進行一定的改進或創(chuàng)造。

? 決策時要權(quán)衡風險。

? 在出現(xiàn)客戶服務(wù)方面的緊急情況時，可以迅速地果斷地進行回應(yīng)。Example: We were the first to negotiate, in December, and I was not the main negotiator.The main negotiator of the customer was its mobile general manager, and our main negotiator was the chief of the local office.I was listening for future reference.The customer said that Huawei was nice, but our price should be reduced.After the negotiation, I chatted with the mobile general manager to get clearer on the progress, our position and what we should do next.I wanted to master more accurately what was in the customer mind.He was a friendly Arabian and what he thought was disclosed naturally.He told me that their leader was for Huawei, but Huawei?s price was on the high side;he also told me how much we should reduce.That was of great help to our later negotiation.I was behind the negotiation from then on.I listened to reports and made analysis with others and reduced the price.范例：

十二月份，我們是第一個要談判的，我并非主要談判者?？蛻舻闹饕勁姓呤且苿涌偨?jīng)理，我們的主要談判者是當?shù)剞k事處的領(lǐng)導(dǎo)。我在傾聽以備將來參考?？蛻粽f華為很好，但我們應(yīng)該降低價格。談判之后，我與移動總經(jīng)理聊天以了解談判的進展、我們的處境以及我們下一步應(yīng)該怎么做。我希望能更清晰地掌握客戶的想法。他是一個友好的阿拉伯人，不善掩飾，想法很自然地表露出來。他告訴我他們的領(lǐng)導(dǎo)很想和華為合作，但是華為的價格很高；并且還告訴我價格應(yīng)該降多少。那對我們后期的談判幫助很大。從那時起，我一直做談判的幕后工作——聽報告、與其他人做分析和降低價格。

Level 3: Uncovers and Meets New Customer Needs ? Identifies or senses the customer needs, coordinates Huawei resources to come up with solutions.? The customer?s needs sometimes are quite conceptual or difficult to grasp, or the customer may express a need without explicitly asking for a proposal.? Can include interaction or cooperation with the customer, working together to design the solution.? Or, identifies the potential customer?s interest and takes action to build up the relationship.層級三：想客戶所想，發(fā)掘并滿足客戶新的需求

? 捕捉或澄清客戶的興趣點，通過協(xié)調(diào)華為有關(guān)資源，找到解決方案。

? 客戶的需求有時是比較抽象或難以把握的，或者，客戶可能會表示一個需求但沒有明確要求提建議。

? 可包括與客戶的合作和互動，共同設(shè)計解決方案。? 或明確潛在客戶的興趣并作出行動建立關(guān)系

Example: During the Beijing Exhibition at the end of Oct.2002, the vice-president of one potential customer mentioned the idea of using soft switch for transit network.I thought it was a chance, and that I should analyze our plans carefully, and know clearly how to proceed.Moreover, I should make the plans detailed.I organized a team to do it.We had been considering the idea, but had not made them clear.We became clearer about the plans after he said those words.Eventually, I visited the customer in March, 2003 after waiting for a long time.During the visit, I presented the conceptions about what we did in 3G, softswitch technology, and gateway office to the vice-president of the client.What I said was about the construction of the whole 3G network, especially about the application of the mobile soft switch.Next, I also spoke the specific technical differences.The important thing was what the president of the customer told his people.He said he asked them to construct toll telephone networks with soft switch but there was still no result.So he pushed them to cooperate with Huawei make a plan.范例：

在2002年十月底舉辦的北京展覽會期間，一位潛在客戶的副總裁提到在網(wǎng)絡(luò)傳輸中使用軟交換。我認為這是一個機會，應(yīng)該仔細分析我們的計劃，搞清楚如何進行。還有，我應(yīng)該制定詳細的計劃。我組織了一個小組來做這件事情。我們考慮了這個想法，但卻沒有弄清楚。他說了那些話之后，我們對計劃清楚了很多。最終，在等了很長一段時間之后，我在2003年三月拜訪了客戶。拜訪過程中，我對客戶副總裁介紹了有關(guān)本公司所做的3G、軟交換技術(shù)以及辦公室網(wǎng)關(guān)等概念。我所說的是關(guān)于整個3G網(wǎng)絡(luò)的建設(shè)，尤其是移動軟交換的應(yīng)用。緊接著，我也講了具體的技術(shù)區(qū)別。重要的是，客戶總裁對他的手下講了什么。他說他要求他們用軟交換建設(shè)長途電話網(wǎng)但還沒有結(jié)果。因此他傾向于與華為合作來制定一個計劃。Level 4: Innovates to Meet Anticipated Customer Needs ? Studies customers, clarifies the potential needs of the customers and the capability of Huawei to provide new solutions.? Customers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei.? Includes providing the strategic suggestions for the customer?s business model and being the “trusted advisor” to the customer, regarding the customer?s business.層級四：想客戶所不想，創(chuàng)造性的服務(wù)客戶

? 研究客戶，發(fā)掘華為的潛力以及客戶的潛在需求，提供全新的解決方案。? 客戶往往也沒有意識到有這樣的需求，或者沒有想象到他們的問題可以得到華為解決。

? 包括為客戶的業(yè)務(wù)模式提供戰(zhàn)略性的建議，成為客戶的長期戰(zhàn)略伙伴。

Example: I talked about how we can succeed and what are the important things from the customer?s angle.Huawei was a new comer in this field.If we wanted to enter the market and compete with others, we would need to think for our customers.We would need to be able to tell them why they should use Huawei products.So I tried to demonstrate how the contract would benefit the client and how it would improve their profitability.The carrier chose Huawei because we understood their needs and used this understanding to design a product for them.The customer did not specify the situations in which a solution would be applied when they invited public bidding.After we got the contract, we analyzed how the equipment would be used in these places, in areas where revenue was low.Previously when the carrier constructed the network, they used to build a building, install air conditioners, etc.Then they put a big cabinet into the house no matter how expensive it is, so they can cover the area.The cost was high relative to the revenue because the population of the area was small.If they spent RMB100,000 in total on the building, only RMB30,000 was used to buy the equipment and the other RMB70,000 was for renting the land, building the building, fitting the building up, and installing air conditioners.Considering this situation, we designed a kind of product with a small capacity for 10,000 people.No need to build a building.It is a small box installed outdoors.It has a built-in semiconductor heat dissipation system.It is lightning-proof and dustproof.It saved a lot of costs for the customer.范例：

我談到我們?nèi)绾稳〉贸晒σ约罢驹诳蛻舻慕嵌瓤词裁词侵匾囊蛩?。在這個領(lǐng)域，華為是一個新來者。如果我們想進入市場并與其他公司競爭，我們要考慮客戶的利益，要能準確地告訴客戶為什么他們應(yīng)該使用華為的產(chǎn)品。因此我試著證明這個合同將如何使客戶獲得好處并將如何提高他們的利潤。運營商 選擇華為是因為我們理解了他們的需求并且運用這種理解為他們設(shè)計了產(chǎn)品?？蛻粼诠_招標時并沒有明確解決方案適用的環(huán)境，獲得合同之后，我們分析這些設(shè)備可能如何在這些收入水平低的地區(qū)使用。以前，當運營商 構(gòu)建網(wǎng)絡(luò)時，他們通常建造一建筑物，安裝空調(diào)等。然后，他們把一個大的櫥柜放進房間——盡管櫥柜的成本很高，這樣他們就能夠覆蓋整個地區(qū)。因為這些地區(qū)的人口很少，所以其成本占收入的比例很高。如果他們花100,000元人民幣在整棟建筑物上，將只有30,000元會用來購買設(shè)備，剩余的70,000元則用來租賃土地、建造建筑物、布置建筑物和安裝空調(diào)。考慮到這種情況，我們設(shè)計了一種10,000用戶的小型產(chǎn)品，這樣就不必建造大樓。該產(chǎn)品是一個安裝在戶外的小盒子，它有一個內(nèi)置的半導(dǎo)體熱分散系統(tǒng)，并且防曬、防塵，為客戶節(jié)約了大量的成本。Partnering 建立伙伴關(guān)系

Definition: 定義

The desire and ability to find a common ground to build mutually beneficial partnerships with other carefully selected organizations, to better serve Huawei?s customers.The other organizations involved may be Huawei?s competitors in areas other than the area of partnership.This desire to partner is based partly on the sense of safety in number, of not wanting to be the single, exposed entity, separate from other companies.The partnerships should be based on the desire to serve the customer better and more completely than either company could do separately.愿意并能夠找出華為與其他精心選擇的企業(yè)之間的共同點，與他們建立具有共同利益的伙伴關(guān)系，以更好地為華為的客戶服務(wù)。包含的其他企業(yè)可能是華為只在該領(lǐng)域的伙伴，而在其他領(lǐng)域是競爭對手。合作的愿望部分基于數(shù)量上的安全感，不想單打獨斗、暴露自己以及孤立于其他公司等。雙方愿意合作，以便比任何一家公司單獨來做都能更好更完全地服務(wù)于客戶，這是伙伴關(guān)系建立的基礎(chǔ)。

Dimension: 維度

? Completeness of action ? Degree of closeness to the partner ? 行動的完全性 ? 與伙伴的親密程度

Discussion: 討論

Partnering, especially with competitors, is a complex and sophisticated competency, supported by many other competencies.In addition to the competencies suggested below, the effective builder of partnerships needs exceptional emotional maturity, patience and a flexible and open attitude to deal with all the vicissitudes of negotiating and realizing a partnership with another company, which will inevitably have its own culture, history and interests.建立伙伴關(guān)系——尤其是與競爭對手，是一種綜合的和復(fù)雜的素質(zhì)，且需要其他多種素質(zhì)的支持。除了下面提到的素質(zhì)之外，有效伙伴關(guān)系的營造者還需要在情感上特別的成熟，極具耐心，在處理所有談判成敗和實現(xiàn)與另外一家公司（不可避免地該公司有其自身的文化、歷史和興趣。）的伙伴關(guān)系時具有靈活開放的態(tài)度。How it relates to other competencies: 如何與其他素質(zhì)相聯(lián)系

The ability to effectively partner with competitors is somewhat like Cross-Functional Collaboration at greater degree of difficulty, because the leader must collaborate with leaders from a different and sometimes competing organization, rather than just with leaders of other functions within Huawei.與競爭對手有效地建立伙伴關(guān)系，有些像跨部門合作素質(zhì)，只是難度更高。這是因為領(lǐng)導(dǎo)必須與來自不同，有時甚至是相互競爭的組織的領(lǐng)導(dǎo)相配合，而不是僅僅與華為內(nèi)部其他部門的領(lǐng)導(dǎo)合作。Partnering is supported by a combination of virtually all the other competencies: ? Information Seeking(baseline competency)at the highest levels, to choose a partner and to learn about the partner company and its role, markets, potentials etc.? Strategic Thinking at the highest levels to recognize and realize the long-term strategic potential of the partnerships, and to think outside of the normal boundaries.Also to recognize the strategic interests of the partner ? Customer Focus, to keep the needs of the customer – and the reason for partnering – always in mind.? Drive for Results, to ensure that the partnership makes sound business and economic sense.? Understanding Others, to hear others? reasons, emotions and interests accurately, even across national and company cultures and potentially competing business interests.? Commitment to Huawei to recognize that Huawei?s best interests may lie in a good partnership, and to transcend the local loyalty to Huawei against all competitors.? Impact and Influence(baseline competency), at the highest levels to convince the partner and to learn about the partner company and its role, markets, potentials etc.? Some or all of the building Huawei Capability competencies, to get the necessary parts of Huawei to support and implement the partnership.Partnering directly embodies and supports Huawei?s strategy and value for Harmony in the Business Environment.Effective partnerships also support Customer Focus, and customer-driven innovation.建立伙伴關(guān)系幾乎需要其他所有素質(zhì)的綜合支持：

? 在最高層級的尋找信息素質(zhì)（基本素質(zhì)），選擇一個伙伴并且了解該伙伴公司及其角色、市場、潛力等方面的信息。

? 在最高層級的戰(zhàn)略思維素質(zhì)上，認識并了解伙伴企業(yè)的長期戰(zhàn)略性潛力，超越常規(guī)界限來思考，這樣也可以認識到伙伴的戰(zhàn)略興趣。

? 關(guān)注客戶，頭腦中時刻想著客戶的需求——和建立伙伴關(guān)系的原因。? 結(jié)果導(dǎo)向，確保合作伙伴做出成熟合理的商業(yè)和經(jīng)濟上的判斷。

? 理解他人，準確地聽取他人的理由、情感和興趣，即便是跨越國界、公司文化和潛在競爭性的商業(yè)利益。

? 獻身華為，要認識到華為的最佳利益在于一個良好的伙伴關(guān)系，要超越那種與競爭者對抗的狹隘的忠誠。

? 施加影響（基本素質(zhì)），在最高的層級上說服伙伴、了解伙伴公司及其角色、市場潛力等。

? 以部分或所有構(gòu)建華為能力素質(zhì)群的因素，去獲得華為必要的部門，來支持和實現(xiàn)伙伴關(guān)系。

建立伙伴關(guān)系直接包含和支持了華為追求和睦產(chǎn)業(yè)環(huán)境的戰(zhàn)略和價值。有效的伙伴關(guān)系也支持客戶關(guān)注和客戶驅(qū)動創(chuàng)新。Level 1: Opens the door and makes contact ? Makes contact or establishes rapport with other thoughtfully selected organizations, with an eye to potential partnerships.May scan the environment to learn about various potential partners, their reputation, their market position, their strengths, size and other characteristics that may make them suitable partners for Huawei.May “market” Huawei?s potentials and establish Huawei?s reputation to other organizations.? May become friendly with executives in the other company, establishing a positive relationship with them(on a personal level).層級一：對外開放，建立聯(lián)系

? 與那些精心挑選的企業(yè)進行接觸或建立友好關(guān)系，同時留意潛在的合作伙伴。審視環(huán)境以了解各種各樣潛在的合作伙伴，他們的名聲、市場地位、實力、規(guī)模及其他的那些使其成為華為合適的合作伙伴的特征。這些都可能“推銷”華為的潛力并確立華為對其他企業(yè)的聲譽。

? 可能對其他公司的主管人員變得友好，并與他們確立一種積極的關(guān)系（在個人層面上）。Level 2: Has the conversation ? Listens and exchanges information with potential partner to explore opportunities for cooperation to serve the customers.? Communicates Huawei?s sincerity and their intention to be part of a team of relatively equal partners.層級二：有對話

? 傾聽潛在合作伙伴的想法并與其溝通交流，以尋求共同服務(wù)客戶的合作機會。? 表達華為的誠意，以及他們想成為小組一分子的意圖。這個小組中的每個成員相對平等。Level 3: Cooperatively develops partnership ? Develops the shape of the partnership cooperatively together with the partner.? May use a strong understanding of the culture, organizational politics and market position of the potential partner, and why they might or might not want to partner with Huawei, in order to develop a mutual understanding and a way forward.層級三：共同確定伙伴關(guān)系

? 與合作伙伴一起確定合作關(guān)系的形式。

? 對于潛在的伙伴，要準確了解他們的文化、組織結(jié)構(gòu)及市場地位，還要知道他們可能想或不想與華為合作的原因，以便確立共同的理解和將來合作的方式。Level 4: Reaches Agreement ? Negotiates a mutually beneficial partnership, and achieves agreement.At this point many other competencies are needed to enable Huawei and the partner, to adapt their organization, practices and culture to enable the partnership to work effectively.層級四：達成共識

? 商定一個共同獲利的伙伴關(guān)系，并達成共識。使華為及其合作伙伴適應(yīng)他們的組織、經(jīng)驗和文化，以便伙伴關(guān)系良好運行。在這一點上，還需要許多其他的素質(zhì)。Building Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群

Inspiring Leadership鼓舞式領(lǐng)導(dǎo)

Definition:定義

The ability to lead teams by focusing them on key issues and empowering them to solve problems and harness their collective wisdom.通過推動團隊成員關(guān)注要點、鼓舞團隊成員解決問題以及運用團隊智慧等方法來領(lǐng)導(dǎo)團隊的行為特征。Dimensions:緯度

? Degree of empowering or inspiring the team.The depth of collective wisdom and/or energy that is tapped.? 授權(quán)以及鼓舞團隊的程度，集思廣益的深度和所發(fā)掘出的團隊能量的大小 Discussion:討論

Inspiring Leadership is a unique Huawei form of team leadership that combines direct personal leadership with the ability to empower the team and release the collective energies and wisdom of the team.The unique feature of this form of leadership is its focus on drawing out the contributions, ideas and commitment of the team members, in a fairly structured and consistent manner.鼓舞式領(lǐng)導(dǎo)是華為團隊領(lǐng)導(dǎo)層獨一無二的組織形式，這種形式直接將個人領(lǐng)導(dǎo)能力與授予團隊權(quán)利、釋放集體力量和團隊智慧相結(jié)合。該領(lǐng)導(dǎo)形式的獨一無二的特征即：以一種相當結(jié)構(gòu)化的持續(xù)的方式來激發(fā)團隊成員的貢獻心、想法和忠誠感。How it relates to other competencies: 與其他素質(zhì)的關(guān)聯(lián)：

The effectiveness of Inspiring Leadership is improved when it is supported by: ? Understanding Others-to recognize and respond to the team members? concerns and contributions.? Impact and Influence(baseline competency)to know how to bring others into agreement with you.? Information Seeking(baseline competency)– a genuine curiosity and interest in finding out the reasons for a situation or for someone?s opinion.? Strategic Thinking and/or Drive for Results to ensure that the team is focused on the most important issues.? Commitment to Huawei to ensure that team focus does not over-balance the enterprise focus.Inspiring Leadership is crucial to accomplishing almost any organizational effort, including customer-driven innovation, building external partnerships, or improving quality, service and reducing cost.在以下條件的支持下，鼓舞式領(lǐng)導(dǎo)的有效性會得到提升：

? 理解他人，能夠認識到并對團隊成員關(guān)注的問題和他們的貢獻作出反應(yīng) ? 施加影響（基本素質(zhì)），要知道如何使他人同意你的觀點。

? 尋找信息（基本素質(zhì)）當出現(xiàn)一種狀況或者某人提出一種觀點時，探究其中的原因完全是出于自己的好奇心和興趣。

? 戰(zhàn)略思維和/或結(jié)果導(dǎo)向，確保團隊關(guān)注于最重要的問題。? 獻身華為，確保團隊關(guān)注沒有超出對企業(yè)的關(guān)注。

鼓舞式領(lǐng)導(dǎo)對于獲得幾乎任何組織的成果——包括客戶導(dǎo)向創(chuàng)新、建立外部的伙伴關(guān)系或提高質(zhì)量和服務(wù)、降低成本——都是很關(guān)鍵的。Level 1: Orients the group to the task ? ? ? ? Positions self as the team leader, organizes the team activities effectively.Keeps team members informed.Engages team members in clarifying their accountability and task.Ensures team members have sufficient resources for completing the job.層級一：任務(wù)式領(lǐng)導(dǎo)

? 自我定位為團隊領(lǐng)導(dǎo)，有效地組織團隊活動。? 確保團隊成員獲知必要的信息。? 明確團隊成員的職責和工作任務(wù)。

? 確保團隊成員獲取足夠的資源來完成工作。

Example: I remember there were three people in the group.We once had a meeting together, for they didn?t take part in the previous communication with the EVP and the boss.So I talked about our discussions and the general idea formed after my talk with the EVP.I told them the background clearly and its origin: the company wanted to build up a flexible and mobile organization out of the consideration of the maturity of the organization and of the managerial personnel, interrelationship between departments and the adaptation to the IPD flow.Because two of my team members had always been responsible for the change of the organization structure, they were happy to know that.Then I told them my conception of the three-three idea but didn?t give them any chance to speak out their ideas.The reason was that they didn?t have much work experience in the front.Based on my observation, I didn?t ask them to talk about their ideas.I just directly told them about its general structure.I asked them to see how great a change there was between this structure and our current structure and how the posts and hierarchy would change.范例：

我記得我們那個團隊中有三個人，有一次我們在一起開會，由于他們沒有參加之前與EVP和老板的溝通交流，在與EVP談話之后，我告訴他們我們與EVP談?wù)摰脑掝}和得出的結(jié)論。清楚地告訴他們整個事情的背景和起源：在沒有考慮組織和管理人員是否成熟、部門之間的內(nèi)部關(guān)系以及IPD流動是否適應(yīng)等因素的情況下，公司想要構(gòu)建一個靈活移動的組織。因為我小組中有兩個成員一直對組織結(jié)構(gòu)的變化很負責任，知道這個之后，他們很高興。然后，我告訴他們自己對3-3想法 的構(gòu)想，但沒給他們機會表達自己的想法。理由是他們沒有很多前期的工作經(jīng)驗?；谖业挠^察，我并未要求他們談?wù)撟约旱南敕?，而是直接告訴他們整個的結(jié)構(gòu)。我要他們看看這個結(jié)構(gòu)與目前的結(jié)構(gòu)有多大的變化，崗位和層級將會如何變化。Level 2: Set expectations

? Clarifies norms for good teamwork.? Facilitates continuous improvement of team effectiveness through establishing systems or mechanisms of team operation.? Praises team members and expresses positive expectations publicly.? Builds a habit of providing performance feedback to team members

層級二：設(shè)定期望

? 明確團隊合作的行為準則。

? 通過建立團隊運作的方法和機制，幫助團隊能力的持續(xù)提升。? 公開地表達對團隊成員的贊賞以及積極的期望。? 逐漸培養(yǎng)對團隊成員給予及時反饋的意愿和習慣。

Example: We used PDCA.P means plan;D means do;C means check;A means alter.We would turn complaints into early stage plans and come up with improvement suggestions.Everyone should share his idea without any reservation.I still had one better method which was not used yet.We conducted a PDCA not only on a daily basis but also on a weekly and monthly basis.Our daily work was a PDCA.Soon everyone was so impressed that we entered the quadrant of management.Of course our work was not that profound.We had to make plans in the evening and put them into practice the next day.We made them and implemented them together.Everyday we discussed over our short comings and had a meeting for improvement.Everyday things would be different.Aside from that, the external pressure had not overpowered us.I quoted an example and gave some slogans.Later some colleagues said you instanced so many cases but we didn?t know what you were thinking in your mind.You just told stories to us.Actually many technical schemes were made by them.I just listened to them;sometimes I would join them and give some advice.But my contribution was less than 20%, even 15%.Of course their schemes were finally given to me for approval.I told them this could be done by vice head of the project group and asked if they agreed.In fact, my work was just organization.Sometimes, the organization was decentralized.I did little work in technical demonstration.范例：

我們使用PDCA方法。P指計劃；D指做；C指檢查；A指改變。我們將投訴轉(zhuǎn)化為早期的計劃并提出改進的建議。任何人都應(yīng)該毫不保留的將他的想法分享給大家。我有一個較好的辦法目前還沒用過。我們不僅每天，而且每周每月都實施著這個PDCA模式，我們的日常工作就是一個PDCA。每個人對我們的印象都很深，我們很快就進入管理區(qū)。當然，我們的工作并非造詣那么深。我們必須在晚上制定計劃，第二天將計劃運用于實踐。我們制定計劃并實行。我們每天都討論我們的缺點，并開會進行改進。任何事情都是不同的。除那之外，外部的壓力并沒有打倒我們。我曾引經(jīng)據(jù)典發(fā)出口號，之后，一些同事說：“你舉了這么多例子，但我們都并不知道你的腦中到底在想什么，你只是在給我們講故事”。事實上，許多技術(shù)性很強的計劃都是由他們完成的，我只是一個傾聽者，有時候我也會加入到他們中去并給出我的建議。但是，我的貢獻低于20%，甚至15%。當然，他們的計劃到最后都得由我批準。我告訴他們這個活可以由項目集團的副主管來做，并征求他們的意見。實際上，我的工作就是組織。有時，組織是分散的，在技術(shù)方面，我做的工作很少。Level 3: Empowers the team

? Creates transparent and democratic team dynamics.? Encourages free expression and exchange of ideas among the team members.? Leverages collective wisdom by understanding strengths and limitations of the group and its members.? Takes initiative to resolve conflicts in the team.? Empowers the team to solve problems and builds their capability, willingness and confidence in problem solving.層級三：授權(quán)于團隊 ? ? ? ? ? 建立開放民主的團隊氛圍。鼓勵成員暢所欲言、集思廣議。

在充分了解自身的優(yōu)勢和局限的基礎(chǔ)上來發(fā)揮所長，協(xié)調(diào)集體智慧的應(yīng)用。主動地采取各種有效的方法在團隊內(nèi)解決沖突和矛盾。

充分授權(quán)于團隊去解決問題，并利用各種方法培養(yǎng)團隊成員解決問題的意愿、能力和信心

In cross-cultural setting, takes initiative to facilitate integration among Chinese and international colleagues, to assist integration of international colleagues into Huawei, and to enhance Chinese colleagues? mindset of embracing cross-cultural diversity.在跨文化工作中，能主動采取措施促使不同文化的團隊成員融合，并且?guī)椭饧畣T工有效、快速融入華為，以及提高中國員工的文化包容性。Example: After the problem was raised at the meeting, I set up a dedicated project team and held two discussion meetings to discuss the capability of the supply chain.A discussion meeting indicated that, participants are required to prepare opinions and thoughts in written form around a specific subject such as building global supply capability.Every participant would brainstorm in the first half of the meeting, that is, to express his or her opinions.In this stage, we talked about the construction of procurement about capability of global supply, logistics, order fulfillment and human resources.I also expressed my opinions on this point, commonly at the end of each representation.The rest of the meeting was a discussion.Based on our discussion, we decided our tasks, which were discussed by us in the week before last week.We just hoped our executives realize those points.Consequently, we set up a dedicated project team to engage in constructing multiple manufactories for global supply chain.Then we gradually started it with our work divided up.Participants at the meeting include more than ten major directors from sales departments, some level 2 or level 3 directors from some departments related to the construction of the overseas supply chain.Subject of the meeting was specified in advance, hence it was necessary for everyone to express his ideas and opinions.Those opinions commonly include what we should do, what problems will be caused, and how to overcome these problems.After that, we decided which points currently being discussed should be implemented for both short-term and long-term, and who should be responsible for carrying that out.Sometimes such discussions led to no conclusion.Then we just continue to complete tasks as before.Commonly, we would hold such meeting from 9 o?clock to lunch time.范例：

會議上將問題收集之后，我組建了一個專用的小組，組織了兩次會議來討論供應(yīng)鏈的能力問題。一個討論會的結(jié)果表明：針對具體的問題，比方說組建一個全球性的供應(yīng)鏈，需要參與者以書面的形式表明他們的觀點和想法。每一個參與者在會議的前半場，都應(yīng)產(chǎn)生頭腦風暴，也就是說，表達他或她的觀點。在這個階段，我們討論如何將獲取全球供應(yīng)能力、后勤準備、命令履行以及人力資源等協(xié)調(diào)好。關(guān)于這個問題，一般在每位代表講完后，我也會表達自己的看法。會議的剩余時間是討論，按照討論的結(jié)果，我們決定任務(wù)，這些任務(wù)我們在前一周討論過。只希望高層能認識到那些觀點。因此，我們組織專門的團隊參與建造多種多樣的制造廠以滿足全球供應(yīng)鏈的需要。接著，我們逐漸開始工作并進行分工。會議參與者中包括有十余名來自銷售部的總監(jiān)，還有一些與國外供應(yīng)鏈構(gòu)建相關(guān)的部門中的二級或三級主管。會議的主題提前說明得很具體詳細，因此要求每個人表達自己的觀點和看法是必要的。那些觀點通常包括：我們應(yīng)該做什么，將會導(dǎo)致什么問題及如何解決這些問題。之后，我們確定從短期及長期角度來看，目前討論的觀點應(yīng)該采用哪一個，誰來負責實施。有時，一些討論是沒有結(jié)果的，我們便按照以前的安排繼續(xù)完成任務(wù)。通常這樣的會議可以從上午9點持續(xù)到午飯時間。

Level 4: Inspires the team

? Uses vivid, powerful metaphors or stories to share experience, inspire the team and set the direction.? Reframes the team?s view of the situation, particularly when the team is feeling negative or is unable to reach consensus.? Inspires the team with an exciting vision to elicit great enthusiasm and dedication from the team members.層級四：鼓舞士氣

? 用生動有力的比喻或故事等多種方式來分享經(jīng)驗、鼓舞士氣、指明方向。

? 重新構(gòu)畫團隊的整體觀點，特別是在所有團隊成員的負面感受下，或是不能達成共識的時候。

? 用激動人心的遠景激勵成員，使團隊成員對團隊的使命表現(xiàn)出極大的熱情與奉獻精神。Example: I wondered how could I encourage them? So I made a metaphor.As known to all, if you wanted to play toy bricks, you?d have to pile them up.The more you piled, the farther you were from death.You didn?t know when you would be stopped by others.All you should do was to continue your work in an orderly way, keep the fullest confidence, the least resistance and the highest harmony.Those who didn?t have confidence in themselves would lose and be thrown out of the game.Since the resistance we faced was less and less, the most important factor was perseverance.If you could carry on to the last moment, the success was yours.We should prepare for a long-term battle and go on with our daily work.I shared my view with others and told them not to convert the external pressure into internal pressure, not to complain about each other, to increase the planning and transparency of our work, conduct more mutual communication and ask things of each other.We talked about it at the meeting and listed it as our common plan, encouraging them to set requirements for themselves and for others.Even Zhu Geliang once said that it is no use complaining after a thing is done;make ample planning to stop possible complaints afterwards.This became a slogan and also an operation concept.I wanted to hear no more complaints.It was no use.If you had any question, just raise it.We could work together on it for a solution.I believed even as cobblers, we could out do Zhu Geliang, the mastermind by taking efforts.After a period of time, we had attained the preset objective of the company.Though there was still some distance from the uppermost objective, we were very satisfied with the result.What was more important, the time had not worn thin our morale and determination and we had very happy cooperation among the project group.We came from different places, eager for success.Everyone was excellent but we didn?t have any problem due to this project.Our perseverance worked as my former metaphor implied.I asked them if they had any good metaphors that could be used to encourage others when it was darkness before the dawn.My role, as a member of the project group was to encourage others to carry on.范例：

如何鼓勵他們？這是我一直思考的問題。為此，我打了一個比喻。所有人都知道，如果你想玩積木，就必須把它們堆積起來，堆得越多，積木堆就越牢固。你不知道他人什么時候會阻止你。所有你應(yīng)該做的就是有條理地繼續(xù)你的工作，保持充分的信心、最少量的反抗情緒和最高程度的和諧。那些缺乏自信的人將會失敗并且被淘汰出局。由于我們面臨的阻力越來越少，堅定不移是最重要的因素。如果你能堅持到最后一刻，成功就屬于你了。我們應(yīng)該準備著作長期的戰(zhàn)斗，并繼續(xù)日常的工作。我把自己的見解與其他人一起分享，告訴他們不要把外部的壓力轉(zhuǎn)化成內(nèi)部的壓力，不要互相抱怨，要增強工作的計劃性和透明度，彼此間要多問多交流。會議上我們討論這個事情，并把它列在我們的日常計劃表中，鼓勵他們對自己和他人提出要求。即使是諸葛亮也曾經(jīng)說過，事情發(fā)生之后再去抱怨沒有任何 作用。我們要制定完善的計劃以盡可能阻止事后的抱怨。這成為一句口號，也是一個操作概念。我不想聽任何的抱怨，那是沒有用的。如果你有任何問題，盡管提出來，我們可以來一起解決它。我相信，即便我們是臭皮匠，我們也一定會做得比諸葛亮好，一定要精心策劃。一段時期之后，我們達到了公司預(yù)先設(shè)定的目標。雖然離最大的目標還有一段距離，但有這樣的結(jié)果，我們已非常滿意。更重要的是，時間并沒有降低我們的士氣和決心，我們在項目團體中合作得很愉快。我們來自不同的地區(qū)，渴望成功。每個人都是優(yōu)秀的，在這個項目上，我們沒有任何難題。我們的堅持不懈起了很大的作用，正如我前面所包含的比喻那樣。我問他們，在黎明到來之前最黑暗的時期，有沒有任何好的比喻來鼓勵他人。作為項目組的一員，我的角色就是鼓勵他人繼續(xù)工作。Building Organizational Capability塑造組織能力

Definition:定義

The ability to recognize and address opportunities to improve the organization?s abilities, processes and structure.這是一種辨別并發(fā)現(xiàn)機會，以不斷提升組織能力、流程和結(jié)構(gòu)的行為特征。

Dimensions:緯度 ? Impact of Change.? 變化的沖擊 Discussion:討論

While Inspiring Leadership is about drawing out the very best that the team has to offer today, Building Organizational Capability is about investing one?s own thought, time and energy in increasing the teams? skills and capabilities for tomorrow(so that the next time the leader uses Inspiring Leadership there will actually be more abilities, knowledge and skills to draw upon).Building Organizational Capability moves from recognizing the problem, to improving the abilities of the people currently available, to improving the net performance by getting the right human resources in place, to improving overall effectiveness by restructuring the work and the organization.當我們說鼓舞式領(lǐng)導(dǎo)是關(guān)于激勵團隊，使其發(fā)揮出最好潛力時，塑造組織能力就是關(guān)于投入自己的思考、時間和精力來增加團隊將來的技巧和能力（因此，領(lǐng)導(dǎo)下一次使用鼓舞式領(lǐng)導(dǎo)時，實際上將會有更多的能力、知識和技巧供利用）。塑造組織能力從認識到問題開始，到提高現(xiàn)有人員的能力，通過獲得當?shù)睾线m的人力資源來提高工作績效，再通過調(diào)整工作和組織結(jié)構(gòu)來整體上提高效率。How it relates to other competencies:與其他能力的聯(lián)系： Building Organizational Capability is supported by: ? Understanding Others, to assess the strengths and needs of the team, and to effectively match individuals to roles.? Strategic Thinking and/or Drive for Results, to ensure that the organizational improvements are beneficial and are aligned with the overall strategy

Building Organizational Capability enables the organization to improve performance generally(Drive for Results)and may be required to support specific efforts to support customer needs and customer-driven innovation(Customer Focus), or to adapt the organization in particular ways to work with an external partner(Partnering).塑造組織能力受以下因素的支持：

? 理解他人，評定團隊的實力和需求，有效地將每個人的角色分配好。

? 戰(zhàn)略思維和（或）結(jié)果導(dǎo)向，確保組織的改進有益，并且與整體戰(zhàn)略息息相關(guān)。塑造組織能力能從整體上改善組織的績效（結(jié)果導(dǎo)向），可能需要它支持那些具體的嘗試，如支持客戶需求和客戶驅(qū)動創(chuàng)新（關(guān)注客戶），或使組織以一種特殊的方式來適應(yīng)與外部伙伴一起工作（建立伙伴關(guān)系）。Level 1: Identifies areas for improvement

? Recognizes and understands problems inhibiting capability, e.g., performance management systems, developmental needs of individuals, organizational design and process flaws.層級一：識別需改進的領(lǐng)域

? 清晰辨別并理解有關(guān)組織能力方面的問題，如績效管理系統(tǒng)、人員發(fā)展需求、組織設(shè)計和流程等方面。Example: Although the company has been investing more now, in my opinion, we also need to introduce some sales persons with rich experience and good qualification directly from the wireless industry instead of depending on ourselves.Especially in relatively developed markets, if we totally rely on our internal resource, it will take too long to achieve success.Also, to achieve a leading level in the industry, our present human resource scale is generally insufficient.As a result, we are not fully prepared in forecasting, and the promotion of our human resource will fall behind.范例：

從我個人觀點來看，雖然公司現(xiàn)在投入的更多，我們還需要直接從無線行業(yè)引入一些有豐富經(jīng)驗和良好個人素質(zhì)的銷售人員，而不是僅僅依靠我們自己。尤其是在那些相對發(fā)達的市場上，如果我們完全依靠自己的內(nèi)部資源，獲得成功可能需要花很長時間。同樣，要到達行業(yè)內(nèi)的領(lǐng)導(dǎo)地位，我們目前的人力資源規(guī)?？傮w上來說還是不夠的。因此，可以預(yù)測：我們準備不充分，我們?nèi)肆Y源的提升將會落伍。

Level 2: Teaches the team.? Teaches the team in order to improve capability of members and of team.? Often teaches lessons from own experience that can be generalized(e.g., a case study)or teaches particular skills to the group that are necessary for achieving company goals(e.g., building processes to encourage learning English).層級二：教導(dǎo)團隊

? 為了提高團隊成員個體水平以及團隊整體水平而教導(dǎo)團隊。

? 以個人經(jīng)驗分享、案例學(xué)習或傳授一些特殊技巧等方式以推動團隊實現(xiàn)公司的整體目標。（如構(gòu)建鼓勵學(xué)習英語的程序）

Example: Later I asked them to make it into a case study and deliver it to each regional division to learn something from it.I didn?t think it a very important issue but it provided some points for us to learn: First, adhere to your principle.Your professional background requires you to take the standpoint of the company so that you could handle anything with professionalism;second, we can consider the demand of the market sector at their standpoint but we shouldn?t tamper the interest of the company.If I casually let the sum of debts enter our account, I could stay on good terms with the general manager and also got high evaluation.But that would hurt the interest of our company;third, don?t care too much about how you are evaluated.I myself don?t mind others? criticism of me.I remained so during the process of this event.Before 2003, my boss had communicated with me over my transfer and asked me to instruct an assistant as my successor.So whenever there were some events, I would call him over and ask for his opinions, for I wanted to bring him up.This event was also helpful to him.At our standpoint, we should learn to say NO but also know how to take flexible measures to solve problems: you have to make concessions and cannot make the same mistake again.I?d dealt with the international market for 3 to 4 years but never come into such a conflict with an overseas supervisor.Though they often complained against us when the CEO went there for business trips and we kept explaining for ourselves, we had never been trapped in such a conflict.Through this event, I let the market department and our own department understand that we could say no to them.范例：

稍后，我要求他們將這個事件制做成一個案例來研究，并把它分發(fā)到地區(qū)分部去學(xué)習。我并不認為這是一個很重要的問題，但它為我們的學(xué)習提供了一些要點：首先，與你的原則相關(guān)聯(lián)。你的專業(yè)背景要求你接受公司的立場這樣你才能很專業(yè)地處理任何事情。其次，我們可以站在市場部門的立場來考慮他們的需要，但不應(yīng)該損害公司的利益。如果我不小心將債務(wù)總額計入我們的賬戶，與總經(jīng)理的好關(guān)系會繼續(xù)保持，也會得到很高的評價。但那將損害公司的利益；再次，不要太在意他人怎么評價你。我自己并不在乎他人對我的批評，這件事發(fā)生的過程中，我都是這么做的。2003年以前，老板跟我談?wù){(diào)任的事，并要我通知一個助手接任我的職位。因此無論什么時候，只要有事情發(fā)生，我都會給他打電話，詢問他的看法，因為我想培養(yǎng)他。這件事對他來說也是有幫助的。站在我們的立場上，我們應(yīng)該學(xué)會說“不”，也應(yīng)該知道如何采用靈活的方式來解決問題：你必須作出讓步，不能再犯同樣的錯誤。我已經(jīng)在國際市場上歷練了三、四年，但還沒有與國外管理者產(chǎn)生過這樣的沖突。雖然CEO到那里作商務(wù)旅行時，他們常常抱怨我們，而我們總是為自己辯護，但從沒陷入到這樣的沖突當中過。通過這個事件，我讓市場部和我的自己的部門明白：我們可以對他們說“不”。

Level 3: Matching resources.? Gets the right resources in place to build capability.? Thinks carefully about the requirements of the job, diagnoses specific problems, and identifies the qualifications or characteristics of the person to find the most effective person for the job.? OR, redesigns the job,(responsibilities, tasks, etc.)around the person, so the job matches the person and they are able to be most effective.層級三：匹配資源

? 獲取恰當?shù)馁Y源進行能力建設(shè)。

? 考慮職位需求、診斷問題、了解個人特長，為崗位找到最適當?shù)馁Y源。

? 或者根據(jù)個人的特點來重新設(shè)計崗位（包括職責、任務(wù)等），以便相互進行完美的匹配，使崗位任職者可以最大程度地發(fā)揮自己的水平。Example: The product manager had was very smart and could cooperate with his colleagues quite well.The cadre of his kind was needed in the early stage when the department was founded.But he also presented his weakness on handling services and identifying product directions.And he showed insufficient aggressiveness or initiatives at work.For example, he seldom took initiative to do a thing unless either I or the product supervisor pushed him.So by the end of 2002, I began to look out for another person to replace his position.Through the conversations with some people from my surrounding departments, I got an idea to see if there was one among my subordinates fit for the position.I hoped to have the most aggressive person be the new product manager.So I consciously observed who was capable of being the head.I indeed showed great cautions during the observation process.Then someone recommended to me a person with the skills required.He was in charge of a small product line.I came to worry whether he could manage a much larger product line well.So I first transferred him to the department as the assistant of the original product manager, and observed his performance for some time.I forwarded some tasks on him to see whether he could fulfill perfectly.Frequently changing a head would surely bring a lot of negative effects to the organization.After he was settled, I asked him and his manager to allocate their jobs respectively.The new manager was assigned to concentrate on exploring overseas markets.After a period of operations, we did find that he performed better than the original head both in internal management and project operations.So I decided to promote him to be the new project manager by early 2004.范例：

產(chǎn)品經(jīng)理非常聰明，能很好地與他的同事合作。在部門建立的早期階段，需要他這種類型的干部，但同時也暴露了他在處理服務(wù)和定位產(chǎn)品方向方面的缺陷。工作上，表現(xiàn)為侵略心不夠或主動性不強。例如，他很少主動去做一件事情，除非我或者產(chǎn)品主管人逼迫他做。因此，在2002年底，我開始尋找另外一個人來替代他。通過與周圍部門一些人的談話，我打算從下屬中挑選一個適合該職位的人。由于希望那個侵略心最強的人作新的產(chǎn)品經(jīng)理，我有意識地觀察誰能勝任這個位置。確實，我在整個觀察 過程當中非常的小心。然后，有人向我推薦說某人具備需要的能力，他是負責一個小的產(chǎn)品線的。我開始擔心他是否能夠很好的管理一個大的產(chǎn)品線。因此，首先我把他調(diào)到產(chǎn)品部做原來產(chǎn)品經(jīng)理的助手，對他的表現(xiàn)觀察了一段時間。我給他一些任務(wù)看他能否完美地完成。領(lǐng)導(dǎo)換的太頻繁肯定會給組織帶來一些負面的影響。安排好他之后，我讓他還有他的經(jīng)理分別分配他們的工作。指派新任經(jīng)理集中開發(fā)海外市場。一段之間的運行之后，我們確實發(fā)現(xiàn)，不管是在內(nèi)部的管理上還是在項目的運行上，他的表現(xiàn)都比原來的那個要好。因此，2004年初，我決定提升他為新一任產(chǎn)品經(jīng)理。Level 4: Redesigns structures and processes and builds commitment for lasting improvement ? Uses organizational design and processes, such as building cross-functional teams, to improve organizational capability(e.g., improve efficiency).? Builds commitment to the redesign with the people who will be direct reports, often by facilitating open discussion, by listening to and addressing the concerns of those who will be affected.層級四：進行組織或流程的重新設(shè)計，以持續(xù)提升績效。

? 進行組織、系統(tǒng)或流程重整，建立跨部門團隊，以提升組織的能力或效率。

? 使員工形成對組織重組的承諾，比如展開公開的研討，聽取那些可能受到影響的員工的擔心并作出回應(yīng)。Example: We had several considerations at that time.One of the problems about the original wireless department was that the core network and base station were in the same R&D department and the base station development were in the charge of personnel came from the core network research and development department.Huawei had been engaging in switches and most managers had been engage in the development of switches and had seniority.They had been working on base stations.But base station is far different from switch.Therefore, I wanted to separate the base station R&D department from the core network R&D department and established the base station R&D department as a specialized department.In the future, we must view personal cultivation, team construction and capability improvement from the point of the base station.In addition, I move the resources development headquarter to Shanghai because all personnel of our resources development department were in Shanghai, they moved to Shanghai from Shenzhen before.We set the headquarter of our base station R&D department in Shanghai, and move some personnel to Shanghai to supervise Shenzhen, that is our concept about extended site.Outside is outside, not inside.We set our the headquarter of the base station R&D department in Shanghai, and supervise Shenzhen from Shanghai, then Shenzhen becomes its extended site.范例：

那時我們有幾件事情要考慮。其中的一個關(guān)于原無線部門的問題是，核心網(wǎng)絡(luò)和基站在同一個研發(fā)部，且基站的開發(fā)由一個來自核心網(wǎng)絡(luò)研發(fā)部的人負責。華為已經(jīng)參與到交換機中，大部分經(jīng)理也都參與到交換機的發(fā)展中并且有一定的資歷。他們都曾做過基站，但基站于交換機區(qū)別很大。因此，我想把基站的研發(fā)部從核心網(wǎng)絡(luò)的研發(fā)部中分離出來，使基站研發(fā)部成為一個專業(yè)化的部門。將來，我們必須站在基站的角度上重新審視人事培養(yǎng)、團隊構(gòu)建以及能力的提高。此外，我把資源發(fā)展總部遷到上海，因為我們資發(fā)部的所有人員在上海，他們是以前從深圳遷到上海的。我們把基站研發(fā)部總部設(shè)在上海，調(diào)一些人員到上海以檢查深圳方面的情況，這就是我們關(guān)于延伸站點的概念。外部就是外部，不是內(nèi)部。我們把基站總部設(shè)在上海，從上海監(jiān)督深圳的工作，那么深圳就變成了一個延伸的站點。

This was our first idea.The second idea was, traditionally we set the test department in the organizational structure of the R&D, and the test department was integrated with the R&D department.When establishing the wireless product lines we had pointed out that our test department should be subordinate to the company.But the test department did not want to give up the wireless test department.They wanted to maintain a big test department.But we insisted on our opinion, and we reached common understanding soon.We debated the test department at a meeting.The test department did not want to split the system big test department and we insisted our opinion.I told them why I wanted to take back the test department, and why it should not be put in the big testing system.I said we were developing the wireless product line but the testing was in your control.The test department should work with the R&D department.The test department was out of the control of the wireless product line, which was broken line management.I said things needed to be changed.The big test department thought it was not easy to form a big test department.There had been a stable team.If the wireless testing team was separated, there might be problem such as the team would become unstable.I promised that if the wireless test department was moved to the wireless product line, there would not be any problem about unstableness, further more, it could increase their sense of belonging, because their target was in consistency with that of the wireless product line.It was very clear that the test department should work together with their respective product lines.這是我們的第一個概念。第二個概念，傳統(tǒng)上我們把測試部放在研發(fā)部的組織結(jié)構(gòu)內(nèi)，測試部與研發(fā)部是一個整體。在確定無線電產(chǎn)品線時，我們已指出，測試部應(yīng)該是公司的下級部門。但測試部不想放棄無線檢驗部，他們想維持一個大的測試部。但我們堅持自己的觀點，很快就達成了共識。在一個會議上與測試部辯論，測試部不想分解大測試部體制，我們堅持要分。我告訴他們收回測試部的原因，以及為什么它不應(yīng)該被放在大測試體系中，我說我們要發(fā)展無線產(chǎn)品線，但測試卻要受你們的控制，測試部應(yīng)該與研發(fā)部一起工作。測試部不受無線產(chǎn)品線的控制，這破壞了管理的規(guī)則。事情需要改變，大測試部說，建立一個這么大的部門很不容易，他們曾是一個穩(wěn)定的集體，如果無線測試部被分離出去，可能會出現(xiàn)一些諸如團隊變得不穩(wěn)定等問題。我許諾說，如果無線測試部遷到無線產(chǎn)品部，將不存在任何與不穩(wěn)定有關(guān)的問題。另外，這將增強他們的歸屬感，因為他們的目標是與無線產(chǎn)品線一致。很明顯，測試部應(yīng)該與各自的產(chǎn)品線一起工作。

When the wireless product lines was first established, it needed to set an complete organizational structure, so we took a section from this functional department and another from another functional departments.As it is an experiment in the wireless product line, we need to specify section by section.At that time we held many meetings to discuss.In such a condition, we got a place for discussion.Most people wanted to place the test department and the R&D department together, but we insisted that the test department should be an independent department.I cannot accept that the test department was subordinate to the R&D department, because the function of the test department is to measure goodness or badness of the products developed by the R&D department.It could find out how many problems you had.If the test department was subordinate to the R&D supervisor, it could not be an organization that could or dare to express opinions.無線產(chǎn)品線起初確立時，需要建立一個完整的組織結(jié)構(gòu)，因此我們從這個職能部要一部分，從那個職能部要一部分。由于這是無線產(chǎn)品線所做的一個嘗試，我們需要逐個部門做詳細說明。那時，我們舉辦了很多次會議來討論，在這種情況下，我們有了一個地方供討論。大多數(shù)人想把測試部和研發(fā)部放在一起，但我們堅持說，測試部應(yīng)該是一個獨立的部門，測試部變成研發(fā)部的下級部門，我無法接受。這是因為測試部的功能是測試研發(fā)部研發(fā)出來的產(chǎn)品的優(yōu)劣的，它能發(fā)現(xiàn)你們有多少問題。如果測試部隸屬于研發(fā)部的管理者，它就不會成為一個能夠或者敢于表達自己觀點的組織。

If the test department became an independent organization, it might dare to express a fair opinion on the quality of the product developed by the R&D department, so that I could know what the problems were.If the R&D department did not do well and the test department did not point it out, then we could not be aware of how about the products.The test department should stand in a fair position and make test and transfer the test results to senior management.If so, the test department would promote the whole research and development.In addition, an independent test department benefits the stableness and construction of the test personnel team.Testing team was unstable, everyone wants to make research and development because their thought testing was boring.Comparatively testing is lack of creativeness, isn?t it? But if the test department becomes an independent department, it can develop its own team and capability according to its development.Therefore, we said anyhow it was an experiment.如果測試部是一個獨立的組織，它可能敢于對研發(fā)部研制出來的產(chǎn)品的質(zhì)量做出公正的評估，我可以通過這個知道問題在哪兒；如果研發(fā)部做得不好，測試部沒有指出來，那么我們就不可能知道自己的產(chǎn)品怎么樣。測試部應(yīng)該站在一個公正的位置上作測試，并將測試結(jié)果傳遞到高級管理部門。做到了這一點，測試部將推動整體的研究和發(fā)展前進。另外，一個獨立的測試部有利于人事測試隊伍的穩(wěn)定和構(gòu)建。測試團隊不穩(wěn)定，每個人都想做研發(fā)，因為他們認為測試的過程很乏味。相對來說，測試工作缺少創(chuàng)造性，不是嗎？但是如果測試部變成一個獨立的部門，它就可以按照發(fā)展的需要來發(fā)展自己的團隊和能力。因此，我們認為，不管怎么樣，這都是一個嘗試。Cross-functional Collaboration跨部門合作

Definition:定義

The ability and willingness to collaborate, to offer support and to gain commitment, in order to create end-to-end solutions.是一種為了形成端到端解決方案而愿意與其它團隊合作、提供支持性幫助并獲取其他部門承諾的行為特征。Dimensions:緯度

? Degree of effort needed to reach a solution beneficial to Huawei rather than to the separate departments within Huawei ? 需要在華為內(nèi)部團隊之間達成解決方案的努力程度，這里的解決方案不是只對華為的某個部門有利，而是對整個華為有利 Discussion:討論

Cross-functional Collaboration is the ability to see beyond the confines and interests of one?s own function or department and to act on that vision to create end-to-end communication and solutions.In any complex organization that is trying to create end-to-end solutions, many cross-departmental or cross-functional difficulties arise: disagreements, failures of communication and coordination, conflicts of interest.Cross-functional Collaboration, while a difficult competency to acquire and use, is essential to the smooth resolution of the many difficulties that arise.Sometimes the individual or the department must trust that acting in the interests of the enterprise as a whole will benefit everyone, even though at the time the most beneficial resolution may, in the short term, run against the apparent interests of the individual or department.跨部門合作是一種能力，這種能力使得一個人能超越界線及個人自身或部門的利益采取行動，以形成端到端的交流和解決方案。任何組織，只要試圖形成端到端解決方案，就會產(chǎn)生很多跨部門或跨職能難題：意見不統(tǒng)一，交流協(xié)作失敗，利益沖突。跨部門合作是一種很難掌握和應(yīng)用的素質(zhì)，對順利解決產(chǎn)生的這些難題，是很關(guān)鍵的。有時候，個體或部門必須相信為了企業(yè)的整體利益行動將使每個人都獲益。即便是從短期來看，大部分有利的解決方案與個體或本部門的利益相悖。How it relates to other competencies:與其他素質(zhì)的聯(lián)系

Cross-functional Collaboration is supported by the following competencies(though none are sufficient to create collaboration, which requires a special attitude in addition to supporting competencies): ? Understanding Others, to listen attentively and deeply to other functions? concerns and interests.? Information Seeking, to seek out information to help understand the other functions or to find beneficial resolutions.? Impact and Influence, to express one?s own function?s concerns and interests effectively.? Commitment to Huawei at the highest levels, to put the interests of the entire enterprise first.? Drive for Results and/or Strategic Thinking, to guide and focus the resolutions of difficulties.Cross-functional Collaboration may often be required in order to support the end-to-end solutions that customers need(Customer Focus)or that are necessary to realize external partnerships(Partnering).Cross-functional Collaboration is needed to broaden the subject matter for Strategic Thinking, moving it from one?s own immediate function or department into taking the wider enterprise into account.The frequent cross-functional career moves seen at Huawei ought to facilitate cross-functional collaboration, because people have experience in other departments, which should help them understand the other function?s concerns and perspective, although this benefit is not apparent in the data.跨部門合作受以下素質(zhì)的支持（雖然這些素質(zhì)不足于形成合作。因為除了輔助性素質(zhì)之外，形成合作還需要一種特殊的態(tài)度。）

? 理解他人，注意聽取其他部門的顧慮和利益。

? 發(fā)現(xiàn)信息，挑出那些有助于理解其他部門或找到有益的解決方案的信息。? 施加影響，實際地表達某人自己部門的擔憂和利益。? 最高度的獻身華為，把整個企業(yè)的利益放在第一位。? 結(jié)果導(dǎo)向和（或）戰(zhàn)略思維，引導(dǎo)并關(guān)注困難的解決。

為支持客戶需要（關(guān)注客戶）的端到端解決方案，或為實現(xiàn)外部的伙伴關(guān)系（建立伙伴關(guān)系），通常需要跨部門合作能力?？绮块T合作對擴展戰(zhàn)略思維的主要內(nèi)容也是必要的，從只考慮個人自身短暫的職能或部門到考慮整個企業(yè)。華為內(nèi)部頻繁的跨部門職業(yè)流動應(yīng)該有助于跨部門合作。因為在其他部門有工作經(jīng)驗的人員，應(yīng)該會幫助他們理解那些部門的憂慮和觀察問題的視角，不過這種好處在數(shù)據(jù)中還沒有反映。

Level 1: Respects Others ? Respects and gives people from other departments opportunity to express their ideas freely.? Takes initiative to contribute own ideas and perspectives to other departments in order to reach consensus.層級一：尊重他人

? 尊重并給予他人發(fā)表不同觀點的機會和權(quán)利。

? 在合作中主動貢獻自己的觀點，以便盡快達成共識。Example: I was proud that I collected everyone?s suggestions and ideas to solve any problems.I kept holding meetings to discuss with others no matter how late the meeting was.Next I said actually my technical specialty and advantages had been lost for too many years of management work.We had many young comrades, who were more expert and advantageous than me in this aspect.We should respect them and listen to their opinions during discussions.We could rely on their opinions to make decisions and reach agreement very quickly.They had very strong technical advantages, which should be brought into full play.We also had professional experts, who were clear about failure cases.If you didn?t know much about technologies, you should listen to others? ideals.范例：

由于收集了每一個人的建議和想法來解決一些問題，我感到很驕傲。不管會議開到多晚，我都堅持開會來與他人討論問題。下面我要說的是，實際上，太多年的管理工作使得我技術(shù)上的特長和優(yōu)勢全部失去。我們有許多年輕的同志，他們在這方面比我有優(yōu)勢，技術(shù)性更強。在討論過程中，我們應(yīng)該尊重并傾聽他們的意見。我們可以依靠他們的想法作決定，并很快達成一致。他們有很強的技術(shù)優(yōu)勢，應(yīng)加以充分利用。我們也有職業(yè)專家，他們對失敗案例很清楚。如果對技術(shù)知道的不多，你應(yīng)該聽聽他們的想法。

Level 2: Deals with conflicts ? Is open when conflicts arise between departments and is willing to compromise in order to come up with the best solutions.層級二：處理沖突

? 在發(fā)生沖突的時候能坦誠相見，為獲取最佳方案愿意做出妥協(xié)。

Example: Every time at the meeting the minister of the service software section would quarrel hotly with the software manager of the fixed network department.He even slammed the table.I remember clearly at one meeting, I was late when I arrived there.They arranged this meeting in this way: first one side presented a plan about how to conduct the switchover, for we had requirements for this part, according to the modules you had were made by which platforms and would be made by products in the future and how to divide the personnel.They had made the slides and determined everything.But the person from the product department was very dissatisfied with it.So he quarreled and argued saying this personnel division was not reasonable and the quality of some people was very low.I listened first of all to the plan that was laid out, because it couldn?t be satisfactory to all sides.He also knew some people would disagree but I encouraged him to explain it and let us see the positive points in it.I calmed him down and asked about his consideration for the fixed network.He said he had made it clear that he needed some experts.Without them, he would not use their platform.If so, then their work would be in vain.So after they gave their reasons, I asked them to seek some common ground and relax the atmosphere.Then they asked me what to do and enquired my attitude regarding it.I said this negotiation was between you, I could not make the decision for you, and otherwise I should take the responsibility if any problem arose.Secondly, we had two principles.One was for the platform department.They needed more people, otherwise they couldn?t meet your requirement and you still would suffer from losses;the product department wanted more experts to implement the system.We all agreed on that.Then we should nail down the candidates.Originally he had three men in a project group and the other had 5.Well, the good and the poor were separated.So we re-arranged the list.We listed 5 people?s name on the blackboard.We were familiar with them, who were the experts and who were common engineers.Okay the experts should be evenly divided;so should the common engineers but more could be assigned to the platform department.In this way, they coordinated with each other and in one and half an hour, the job was done.范例：

每次開會，軟件服務(wù)部部長都會跟硬件網(wǎng)絡(luò)部的軟件經(jīng)理發(fā)生激烈爭吵，甚至會敲桌子。很清楚地記得有次會議，我到的有點晚。他們的會議是這么安排的：首先，一方陳述一份關(guān)于如何生產(chǎn)交換機及如何分配人員的計劃表。因為我們對這一部份有要求，根據(jù)模塊是用哪一個平臺做的，將來會做成產(chǎn)品。他們準備好了幻燈片，安排好一切。但產(chǎn)品部的那個人卻非常不滿，他爭辯說人事分配不合理，有些人的素質(zhì)很低。由于計劃不可能使所有方面都滿意，他也知道會有人不同意，我想先聽聽他們設(shè)計的計劃表，就鼓勵他給我們講解一下，好讓我們知道其中的優(yōu)勢。我使他鎮(zhèn)靜下來，詢問關(guān)于硬件網(wǎng)絡(luò)他是怎么考慮的。他說自己已經(jīng)表示的很清楚——需要一些專家，沒有這些專家，他將不能使用他們的平臺，他所作的工作是徒勞。提出自己的原因之后，我要他們找出共同點以緩和氣氛。接著，他們問下面要做什么，并詢問我對計劃的態(tài)度。我說談判是你們之間的談判，我不能為你們做決定。否則，我反而要為產(chǎn)生的任何問題負責。其次，我們有兩個原則：一，對于平臺部來說，他們需要更多的人，否則就不能滿足你們的要求，你們將會繼續(xù)遭受損失。產(chǎn)品部想要更多的專家以實施系統(tǒng)，我們完全同意。之后，我們應(yīng)公布候選人名單。起初，他在一個項目組分三個人，另外一個分五人。然而，好的跟差的分開了。所以我們重新安排了名單，將五個人的名字列在黑板上。誰是專家，誰是普通的工程師，我們很清楚。專家應(yīng)該均勻分配，普通的工程師也應(yīng)該這樣分，但普通工程師可以多給平臺部分配一些。他們用這種方式相互合作，一個半小時之后，工作完成。Level 3: Looks for Win-Win solutions ? Cooperates with other teams by offering and deploying own resources to come up with win-win solutions that satisfy the needs of both departments.層級三：尋找雙贏

? 在跨部門的團隊合作中，能夠動用自身資源，積極配合其他部門工作，尋找可以滿足兩個部門之間需求的雙贏的解決方案。

Example: I just wanted to tell the facts to him.He made some explanations at the beginning, but it was useless to me.Then, we set out some principles to be followed in the future.Firstly, he allowed us to join the project at once.Then we felt we should be more realistic.I said I would accept his contribution, and if I adopted his accomplishment in my future work, I would make it clear to everyone that it was his success.We just inherited it and wouldn?t take his credit.Secondly, when our power was relatively weak, he could preside over our work.However, if we were powerful enough, he should return the entitlement to us.Thirdly, we hoped we could make an agreement that he would cooperate with the Financial Department, and preside over them according to our arrangement, on setting out an internal-control system and inspecting CSA.First, you can see that I was angry.They changed their ideas for many times.I didn?t like this.Second, I felt they were not sincere and frank.I was less careful about problems than sincerity.Third, I was reluctant to hear explanations.He made excuses whenever I said something.But for this event, I also criticized my department during the course.Any conflict must involve both parties.So, I said: “For our party, we should be more active.If we are assigned to one task and lack active attitude, accomplishment of such task will finally owe to the other department.Why should we need their assistance?” I said this directly to my subordinate in the meeting, and at the same time, I also said to the others in the junior meeting.I said my words didn?t mean we have individual problems.My purpose was to make us cooperate well in our work.In addition, I said we were not perfect in the cooperation.First, we were not active enough.Second, our capabilities were not strong.I heard that some personnel took part in the project group, but had no personal idea and couldn?t take the responsibilities.So, we should improve ourselves in this aspect.I also hoped they could give me some suggestions and supports.The frozen atmosphere at the beginning turned to be peaceful at the end of our communication.范例：

我只想告訴他事實，他起初做了一些解釋，但對我來說毫無意義。然后，我們確定了將來遵循的一些原則。首先，他允許我們立刻參與項目，之后，我們都覺得應(yīng)該更現(xiàn)實一點。我說我將接受他的成果，如果我在將來的工作中采納了他的成果，我會讓每個人都清楚，那是他的成功。我們繼承的是他的成果而不是他的榮譽。其次，當我們的能力相對薄弱時，他可以主持我們的工作。然而，如果我們的能力足夠的強，他應(yīng)該把權(quán)力交還給我們。再次，我希望我們能夠達成一致：他應(yīng)該與財政部門合作，并根據(jù)我們的安排主持財政部門的工作，展示一個內(nèi)部控制系統(tǒng)和檢查CSA的工作。首先，你看到我很生氣。他們多次改變想法。我不喜歡這樣。第二，我感覺他們并不是真誠和坦白的。與問題相比，我更注重真誠。第三，聽到解釋時我很難處理，無論我說什么他總是找借口。

但在這一事件中，我也批評了我部門的員工。任何的沖突總是牽涉兩個團隊。因此，我說：“對于我們的團隊，我們應(yīng)該更積極一些。如果我們被指派了一項任務(wù)但卻缺乏積極的態(tài)度，這一任務(wù)的完成最后將歸功于其他部門。為什么我們要他們的援助呢？”我在會上直接對我的下屬們說了這些，同時，我也在初級員工的會上說了這些話。我說我的話不意味著我們有個人問題。我的目的是使我們在工作中合作好。另外，我說我們在合作過程中做得并不好。首先，我們不夠積極；第二，我們的能力不夠強。我聽說有些人參加了項目組，但沒有自己的想法，也不能承擔起相應(yīng)的責任。因此，我們應(yīng)該在這方面提高自己。我也希望他們給我一些建議和支持。在開始時緊張的氣氛到了我們交流的后期變得平和起來。

Level 4: Maximizes the integrated benefit for the enterprise ? Takes a long-term perspective to motivate the disagreements or conflicts between teams.? Makes sacrifices of his team to maximize the integrated benefit for the enterprise.層級四：整體利益最大化

? 從長遠利益出發(fā)來解決團隊間的爭執(zhí)或沖突。? 犧牲團隊利益來實現(xiàn)整體利益最大化。Example: I was one of the project members, belonging to high-ranking support, so to speak.I did two things: I held a meeting and prepared a summary on how to hold a project analysis meeting, to popularize the mode.I gave the summary to the team members in the Customer Group Management Office, DMSMC.You could not expect that the mode would be popularized in one stroke, no;hindrance would come from each person.But the market law is merciless;there is only 0 or 1;you either win over a contract or lose orders.In case of sharing a project, either you get more or I get more.If you want to win in the market, you should solve whatever problems arise before it is too late, say, when the contract is won over by others.At some of these meetings, some participants felt embarrassed as the atmosphere was getting a bit too outright.Take the product solutions for instance.Someone in charge of the customers told the guy in charge of solutions: You think your solutions are good, but the customers say they are not persuasive.In this case, dispute was inevitable.I let the guy associated with marketing finish his opinions and I demanded that the solutions be shown to us all, and some problems were really found.He was asked to make modification, of course.Finally, the solutions became very satisfactory indeed.I let the guy from marketing finish his words because I thought that any opinion from the customer must be treated with care.To lose a project would not be something for one person only, it involves us all.I told them that we must cooperate as well as a team of football players, if we were to win.范例：

我是這個項目組的一名成員，屬于高級支持，可以這么說。我做了兩件事情：我舉行了一個會議并準備了一個關(guān)于怎樣開項目分析會的摘要，以普及這種模式。我把這個摘要發(fā)給顧客管理辦公室（DMSMC）的每一個成員，你不能期望這種模式能夠在一次努力后就普及，不能；從每個人那都會產(chǎn)生障礙。但是市場規(guī)則是無情的；這只能是0或1；你或者贏得一個合同，或者丟掉訂單。在共享一個項目時，或者是你得到更多，或者是我得到的更多。如果你想在市場中獲勝，你應(yīng)該在事情變得太遲即對手贏得合同之前解決任何出現(xiàn)的問題，在一些這樣的會議上，當氣氛變得有點太直率時，有的與會者感到困窘。以產(chǎn)品解決方案為例，負責客戶的人告訴負責產(chǎn)品解決方案的人，你認為你的解決方案很好，可是客戶說他們是不那么容易被說服的。在這種情況，爭論是必然的。我讓負責市場的人結(jié)束他的觀點，并決定讓他們把解決方案演示給大家，真的發(fā)現(xiàn)了一些問題。當然，于是要求他做出修改。

最后，解決方案實際上已經(jīng)非常令人滿意。我讓負責市場的人結(jié)束他的話，是因為我想任何從顧客那里來的觀點都應(yīng)該認真對待。丟掉一個項目對一個單獨的個人并沒有什么大不了的，但他影響了我們所有的人。我告訴他們，如果我們想贏得話，我們必須象一隊足球運動員那樣合作。Building Individual Capability Cluster構(gòu)建個人能力素質(zhì)群

Drive for Results結(jié)果導(dǎo)向

Definition:定義

Focused attention on the goals and activities that will bring the most net benefit to Huawei with regard to efficiency and improved performance.是一種關(guān)注于最終目標，并關(guān)注可以為華為帶來最大利益的行動的行為特征。Dimension:緯度

? Level of challenge and of benefit for performance ? 挑戰(zhàn)及表現(xiàn)所帶來的利益程度 Discussion:討論

Drive for Results reflects the leader?s ability to ?think like a business person?, to consider the business and especially the financial implications of decisions and to maintain their own and their team?s focus on the goals and decisions that will bring the most net benefit to the organization.Drive for Results includes both a personal drive to make things better in measurable, quantitative ways, and the specific thoughts and considerations that make this possible in a business setting.結(jié)果導(dǎo)向反映了領(lǐng)導(dǎo)“象商人一樣思考”的能力，考慮這一筆買賣尤其是決定的財政上的意義，以支持他們自己和他們的團隊關(guān)注于目標和決定將給企業(yè)帶來最大的凈利潤。結(jié)果導(dǎo)向包括一個人使事情在可測量性上及定量上變得更好，也包括特殊想法和考慮使這在生意場上稱為可能。

How it relates to other competencies and skills:與其它能力和技巧的關(guān)系

? Business Acumen, the knowledge of business concepts(Return on Investment, net profit, and other financial measures), and of business practices and market realities supports Drive for Results and shapes the underlying drive for excellence into a specifically business-results oriented competency.? 商業(yè)敏銳，商業(yè)概念的知識（投入的回報，凈利潤，和其他的財政指標），商業(yè)實踐和真實的市場 的知識支持結(jié)果驅(qū)動，并影響潛在的成就驅(qū)動力，使之變成商業(yè)結(jié)果導(dǎo)向的素質(zhì)。

Drive for Results should shape and be a part of virtually all of the leader?s decisions-whether it is how to make the organization better(Building Organizational Capability), how to support the customer?s business(Customer Focus), which strategic choice to make(Strategic Thinking), or what partnerships to form, and on what terms(Partnering

結(jié)果導(dǎo)向應(yīng)該指導(dǎo)并幾乎是所有領(lǐng)導(dǎo)者所做的決定的一部分；無論是如何使組織變得更好（塑造組織能力），如何支持客戶的業(yè)務(wù)（客戶導(dǎo)向），做出那一個戰(zhàn)略性選擇（戰(zhàn)略思維），或是在什么條件下，形成什么樣的伙伴關(guān)系（建立伙伴關(guān)系），等。

Level 1: Does things better ? Meets a performance target in a quicker or more efficient way

層級一：把事情做得更好

? 用更快更有效的方法達到業(yè)務(wù)目標 Example: At the beginning of the product development, our human resources were very limited, so under this condition I adopted a shared platform design for the product development.I was the first person initiating the idea of “shared platform” at that time.Fewer people are needed in the shared platform so our performance improved.This was a great turning point for me as the group could share resources.范例：

在產(chǎn)品開發(fā)的開始，我們的人力資源很有限，因此在這種條件下我采用一個為產(chǎn)品開發(fā)設(shè)計的共享的平臺。在那時候，我是開始“共享平臺”這個想法的第一個人。通過這種共享平臺，只需要很少的幾個人，因此，我們的效率提高。對我來說，這是一個巨大的轉(zhuǎn)折點，因為團隊可以共享資源。Level 2: Sets and meets challenges ? Seeks out or sets challenging but realistic goals.層級二：設(shè)定并實現(xiàn)挑戰(zhàn)

? 主動設(shè)定并完成有難度但可實現(xiàn)的目標 Example: I talked with him and he agreed to invest more resources.I asked the project leader to report to one of my colleagues for resources.I told them that they must accomplish it in 2005.I believed they could do it.But the pressure in the first half of that year would be great.I set a goal for everyone in the department in the New Year greetings at the end of the year.范例：

我與他談了之后，他同意投入更多的資源。我請項目領(lǐng)導(dǎo)對我的一個同事關(guān)于資源進行匯報。我告訴他們，必須在2005年內(nèi)完成。我相信他們可以做到這一點。但是前半年，壓力會非常大。在年末的新年慶祝會上，我給這個部門的每個人設(shè)立了一個目標。

Level 3: Makes Cost-Benefit Analyses ? Based on calculated input and output, makes decisions and takes actions to maximize the return for Huawei.層級三：作出成本/效益分析

? 在仔細權(quán)衡投入和產(chǎn)出后，作出決定，采取行動使組織獲得最大利益

Example: Next I was concerned about the product?s profit-making capability in a short term as well as in a long term.I just wanted to see how much loss we might suffer in a short time and if there was any means to reduce the loss.On the other hand, did the adverse situation continue? Probably, because we were only a marketing department and many other supportive departments were also involved.Things were up to the whole company, instead of my unit alone.R&D said that the technical scheme was mature and the demands for this service were large.They were willing to sacrifice some profits and bear the possible loss;but the loss would be too large.They were also very upset for the price of the terminal, which cannot be lowered.Therefore they hoped that some measures could be taken to lower the price of the materials going into the terminal.But the procurement department said it was impossible for the supply was also problematic.You just couldn?t get the necessary components even if you offer a high price.This quantity might be the largest one in the world.So it was hard for the supply link.I was very surprised at the very beginning at the news that the price couldn?t be lowered, but I was eager to know what would become of the situation 3 months later, because I knew from the very beginning about the loss of profits.It would determine whether this situation would continue.Besides, what was our profit-gaining point? Was it worth promoting? I had to judge all these because I would have to be responsible for the marketing.I should be clear about the costs of my own products.范例：

下一步，我關(guān)心的是產(chǎn)品創(chuàng)造效益的能力，無論是短期還是長期。我想看到在短期內(nèi)我們必須承受多少損失，是否有減少損失的方法。另一方面，這種不利局面持續(xù)沒有？或許，因為我們僅僅是一個市場部而其他支持部門也卷入近來。是整個公司在從事這個事情，而不是我的部門單獨在做。研發(fā)部說技術(shù)方案已經(jīng)成熟，對這種服務(wù)的需求很大。他們愿意犧牲一些利益和忍受可能的損失；但是損失會太大。他們也因為終端的價格無法降低而心煩。因此，他們希望能采用一些辦法來降低終端所使用的材料的價格。但采購部門說，這是不可能的，因為供應(yīng)也有問題。你即使出高價也無法買到必須的部件。因為數(shù)量可能是世界上最大的，所以對供應(yīng)環(huán)節(jié)來說很難。在最初的時候，聽到價格無法降低我很驚奇，但我盼望知道3個月后的情況會是什么樣子，因為我從最開始就知道關(guān)于利潤的損失。它將決定這種情形是否會繼續(xù)下去。除此之外，我們的利潤產(chǎn)生點在哪里？值得我們繼續(xù)推廣么？因為我必須對市場營銷負責，我不得不判斷所有這些。我必須清楚我自己產(chǎn)品的成本。Level 4: Takes Calculated Entrepreneurial Risks ? Commits significant resources and/or time(in the face of uncertainty)to increase benefits in the long term.層級四：敢于冒險

? 為了提高效益，在不確定的情況下，敢于投入相當數(shù)量的人力、物力和財力。

Example: I believe, in the past two years, the most important thing that I did – it might be the most risky one, but also the most beneficial one – is what I did for the whole service system, and it was called service innovation.At that time, the company obtained much benefits from its services, and we hoped we could gain more profits through our services.The company was short of personnel, as it did not recruit new people for the past several years.Therefore, part of the service innovation was an organization adjustment to realize the specialization and definite divisions and responsibilities of the staff.We hoped to improve the personnel efficiency.Benefit and efficiency were the two targets of this innovation.We used to stress the quality only, but ignored other factors, including the efficiency.At that time, the company could not progress.When the market thrived, the resources were limited obviously, so we did several things, hoping to change the conditions.One of them is to reduce the cost.For all the projects, we spent RMB500-RMB600 million on the outsourcing, whose price was too high at that time under the planned economy.We had approximately one hundred cooperation units, including many clients and relative units.I reclaimed all the assets to send and invite public biddings again.Then the price declined about 40%.This action was large enough to undoubtedly exert great influences on us.I also implemented a structure reclassification.This structure was divided based on product before.For the service, I have several kinds of big services: the first one is engineering.It means to do projects, that is, to perform installations for the customers.The second one is technique supports, which means customer feedbacks.The third one is training.The last one is service sales, which means to sell the services.We used to take charge of each product independently.The management of wireless field, switch field and transmission field was separated.The staff in this field was responsible for all the relevant events.When he was doing a project, someone called him to repair a.Then the others were going to sell services, he had to negotiate with the clients on the price.In a word, one person took charge of anything, resulting in bad results.Even when the money was not received, the client still was unsatisfied.This kind of things could easily hurt the feelings of both parties.The disorder forced me to divide the fields, namely, all the product projects, product supports and the sales into four centers.This took one year, and a lot of work, but the performance improved dramatically.Totally, the cost is reduced, especially, in this year.Only the cooperation cost was reduced one or two hundred million at that time.In fact, before doing this thing, I was prepared for criticisms.However, I still decided to go on when others were hesitated due to the great risk.It is so large an action that no one wanted to deal with it.But I thought, if we did not carry out the innovation, we would get failure.The cost was so high that the company could not support it.范例：

我相信，在過去的兩年里，我所做的最重要的事情——也可能是最冒險的事情，但也是最有益的事情——就是我所做的關(guān)于整個服務(wù)系統(tǒng)的工作，稱作服務(wù)創(chuàng)新。在那時，公司通過服務(wù)獲得了大量的益處，我們希望能夠通過服務(wù)系統(tǒng)獲得更多。公司缺少人員，因為在過去的幾年里沒有招收新人。因此，服務(wù)創(chuàng)新中有一部分是一種組織結(jié)構(gòu)的調(diào)整，以實現(xiàn)團隊的專門化和明確的分工及責任。我們希望提高個人效率。利益和效率是這一創(chuàng)新的兩大目標。我們一般強調(diào)品質(zhì)而忽略其他因素，包括效率。那時候，公司無法進步。當市場繁榮時，資源明顯缺乏，因此，我們做了幾件事情，希望改變這種情況。其中之一是減少成本。對所有的項目，我們要花500萬到600萬人民幣用于外部采購，在那個計劃經(jīng)濟的時代，價格實在是太高了。我們有將近100家合作單位，其中包括一些顧客和關(guān)系單位。我宣布所有的物資采購要重新進行公開招標。這樣，價格下降了大約40%。這一行動無疑對我們發(fā)揮了巨大的影響。我還實施

了一種結(jié)構(gòu)化的分類。這種結(jié)構(gòu)基于以前的產(chǎn)品分類。就服務(wù)而言，有幾個大的分類：第一個是工程，指做項目。即為客戶進行安裝實施。第二個是技術(shù)支持，指顧客反饋。第三個是培訓(xùn)。最后一個是服務(wù)的銷售，即我們在賣服務(wù)。我們習慣于分別管理各種產(chǎn)品。無線領(lǐng)域、交換領(lǐng)域和傳輸領(lǐng)域的產(chǎn)品都是分開的。本領(lǐng)域的職員對所有的相關(guān)事件負有責任。當他在做一個項目的時候，有人叫它去修理一臺機器，然后另一個人要賣服務(wù)，他又不得不去與顧客就價格問題進行談判。一句話，一個人對所有的事情負責，導(dǎo)致了不良的后果。即使是我們還沒有收到錢，顧客仍然不滿意。這種事情很容易傷害雙方的感情。這種無序狀態(tài)迫使我把這些領(lǐng)域即所有的產(chǎn)品項目，產(chǎn)品支持和銷售劃分成四個中心。這花了一年時間，做了許多的工作，但性能提高的非常顯著。總之，成本降低了，尤其是在這一年。那時，僅協(xié)作費用就降低了100到200萬。實際上，在做這件事情之前，我做好了接受批評的準備。這個行動大得無人愿意去涉及。但我想，如果我們不實行創(chuàng)新，我們就會失敗，因為成本高得公司已經(jīng)無法承受。

Commitment to Huawei獻身華為

Definition:定義

The ability and willingness to take on any task or challenge that supports Huawei?s needs and goals.為了支持華為公司的發(fā)展需要和目標，愿意并能夠承擔任何職責和挑戰(zhàn)的行為特征。Dimensions:緯度

Degree of commitment being exhibited in support of Huawei 為了支持華為公司所表現(xiàn)出來的獻身程度。Discussion:討論

Commitment to Huawei is the tendency to dedicate one?s thoughts and energies to Huawei, showing loyalty and dedication to the enterprise, feeling pride in being a part of the organization, and even personal identification with the organization.At Huawei, commitment is often expressed in a unique manner, by the willingness to take on a job or role for which one feels unprepared, simply because the company needs the job done.Commitment is partly a characteristic of the individual, but it can be elicited or discouraged by the organization itself.Commitment is facilitated when there is alignment between the individual?s values and those values expressed and realized by the organization.Commitment is based on the alignment between the individual?s personal Integrity and the organization.The individual?s Integrity promotes basic loyalty to the organization, acting in appropriate ways to support the organization, and resisting behavior that might undermine the organization.The individual?s personal Integrity also sets ethical boundaries around the higher levels of commitment to the organization, ensuring that the leader does not let their enthusiasm for the organization lead them into un-ethical behavior on behalf of the organization(which would eventually have negative repercussions for the organization).獻身華為是把個人的思想和精力致力于華為，對企業(yè)顯示忠誠和奉獻，為作為企業(yè)的一分子而驕傲，甚至視個人與企業(yè)為一體。在華為，獻身經(jīng)常體現(xiàn)為一種獨特的方式，即樂于接受一項個人認為沒有準備好的工作或任務(wù)，而這僅僅因為公司需要人來完成這項工作。

獻身是個人的部分特征，但是，它可以由企業(yè)本身來引起或使之喪失。當個人價值與由企業(yè)表現(xiàn)或?qū)崿F(xiàn)的價值形成一致時，獻身行為得到促進。獻身行為基于個人正直和企業(yè)兩者之間的一致。個人正直促進了對企業(yè)的基本忠誠，以適當?shù)姆绞街С种髽I(yè)，并反對破壞企業(yè)的行為。圍繞著對企業(yè)的更高層面的獻身行為，個人正直具有倫理上的邊界，保證領(lǐng)導(dǎo)者不會使他們對企業(yè)的熱情而為企業(yè)作出不道德的行為（這種不道德的行為終究會對企業(yè)造成負面的影響）。How it relates to other competencies:與其它能力的關(guān)聯(lián)

Commitment to Huawei enhances the leader?s credibility by creating consistency between the values the leader talks about, the actions the leader takes and the values and actions of the organization and its highest leadership.In this way, the leader?s own Commitment to the

Organization supports Inspiring Leadership, and also inspires the team?s own commitment to the organization.Commitment to Huawei is also a necessary foundation for Cross Functional Collaboration, promoting the leader?s focus on what is good for the wider organization.獻身華為，通過領(lǐng)導(dǎo)談?wù)摰膬r值和行動，及與組織價值和行動以及其最高的領(lǐng)導(dǎo)權(quán)的價值和行動的一直性，而增強領(lǐng)導(dǎo)者的可信度。這樣，領(lǐng)導(dǎo)者的華為獻身素質(zhì)會支持鼓舞型領(lǐng)導(dǎo)素質(zhì)，也鼓舞團隊人員對企業(yè)的奉獻。

獻身華為也是跨部門合作素質(zhì)的基礎(chǔ)，促使領(lǐng)導(dǎo)關(guān)注什么才是對更大的組織有益。Level 1: Tries to Fit In ? Respects the ways things are done in Huawei, and does what is expected.層級一：主動融入組織

? 尊重華為的傳統(tǒng)習慣做法，做符合期望的事情。

Example: I called on several persons especially to witness signature of the contract.Finally, my boss called and yelled at me.He forced me to sign the contract.I persisted in rejecting the contract.But in the end I signed the contract because that is what Huawei wanted.范例：

我拜訪了幾個人，尤其是曾目睹合同簽署的人。后來，我的老板給我打電話并對我吼了一通。他強迫我簽這個合同。我堅持拒絕合同，但最后我還是簽署了因為這是華為想要你做的事情。

Level 2: Promotes Huawei’s image

? Respects and accepts what Huawei sees as important.? Expresses pride, pleasure, and/or dedication about being part of Huawei.? Promotes and/or defends Huawei?s reputation with outsiders.層級二：推廣華為的形象

? 尊重并認同華為認為是重要的事情。

? 表達作為華為一員的驕傲、愉快和奉獻精神。? 在外界面前維護或提高華為的信譽。

Example: It was the first time that I had ever taken part in such a high-level government delegation.The leader of the highest level in our country met the highest leader in their countries, such as presidents and head of parliaments.We just sat by and listened to their conversations.It was a completely new experience for me.At least it enriched my personal experience.I felt very proud that whenever we arrived at a representative office, they had very good performance.They also made us feel proud of being part of Huawei and being Chinese.Wherever we went，36 the minister would recommend us to his equivalent and especially commended our company whenever he made a speech in our embassies and in front of overseas Chinese representatives.范例：

這是我第一次參加這樣一個高級別的政府代表團。我國的最高領(lǐng)導(dǎo)人與它們國家的高級領(lǐng)導(dǎo)人會談，如總統(tǒng)和議會首腦。我們只是坐在一邊聆聽他們之間的談話。這對我來說是一個完全全新的經(jīng)歷。至少它豐富了我的個人經(jīng)歷。無論什么時候我們到達一個典型的辦公室，它們都做得很好。他們也使我們?yōu)樽约菏侨A為的一員和是一名中國人而驕傲。無論我們?nèi)ツ?，無論什么時候在我們的大使館和在海外華人面前做演講，部長都會把我們推薦給對方，并尤其稱贊我們的公司 Level 3: Makes practical choices to support Huawei ? Makes choices and sets priorities to meet Huawei?s needs and fit with Huawei?s mission.? Cooperates with others to achieve objectives in the larger organization.層級三：支持華為

? 根據(jù)華為的目標和需要來決定自己在工作中的選擇和輕重取舍。? 與他人合作以實現(xiàn)更高一層組織的目標。

Example: At the end of 2003, the CEO decided to work on the mobile and fixed integrated switch.I didn?t attend that meeting myself but relevant R&D leaders talked about setting up a team working on how to produce such a switch.I thought the direction was correct but it was important to handle the approach properly.That was the responsibility for the executive layer, and I worked to make that happen.范例：

2003年末，CEO決定開發(fā)移動式和固定式集成在一起的交換機。我自己沒有參加那次會議，但相關(guān)的開發(fā)部領(lǐng)導(dǎo)談?wù)摻⒁粋€團隊來做如何生產(chǎn)這樣的交換機的工作。我認為這個方向是正確的但操作方法并不重要。那是執(zhí)行層的任務(wù)，我的工作是使之發(fā)生。

Level 4: Makes Personal Sacrifices for Huawei ? Put Huawei?s needs before one?s own needs or preferences.? Is willing to accept any challenges and accept any positions.層級四：作出犧牲

? 犧牲小我，成全大我

? 愿接受新挑戰(zhàn)，做任何工作

Example: They said one of the senior managers wanted you me be head of the project group and lead the group for some time and they asked my opinion.I felt the trust they invested in me.Next I felt I had so many responsibilities.So I was worried to know that I was nominated as head of the project group, and it involved much management, resource deployment right, assessment right and etc.But I took the assignment despite my reservations.范例：

他們來問我的意見，說一個高級經(jīng)理希望我能夠做這個項目組的主管并帶領(lǐng)他們工作一段時間。我感覺到他們邀請我的誠意。隨之，我感覺到我的責任很多。擔心如果做了項目組的主管，會牽涉太多的管理、資源分配、權(quán)利分配等等。但是我還是服從了安排，保留了自己的意見。

Strategy Thinking 戰(zhàn)略思維

Definition:定義

The ability to see underlying issues in complex or ambiguous situations and to address strategic issues in creative and far-sighted ways.在復(fù)雜、模糊的情境中，用創(chuàng)造性或前瞻性的思維方式，識別潛在問題、制定戰(zhàn)略性解決方案的行為特征。

Dimensions:緯度 ? ? ? ? Complexity of the situation being conceptualized Insightfulness or innovativeness of the pattern being recognized 概念化的復(fù)雜程度

對所認識的模式的洞察力或創(chuàng)新能力

Discussion:討論

In Strategic Thinking, the leader is “thinking like a business person”, making sense of many events and opportunities to clarify a business plan and approach.As this competency develops, the leader moves from finding effective and creative ways to implement the strategy set out by others to formulating a clear strategy for their own part of the business.Ideally, EMT leaders would be applying this competency to help shape as well as implement the overall strategy for the whole enterprise.在戰(zhàn)略思維中，領(lǐng)導(dǎo)者是“象商人一樣思考”，搞懂眾多的事件和機會以使其商業(yè)計劃或方案清楚明了。當這種素質(zhì)不斷成長時，領(lǐng)導(dǎo)者會從找到有效、富有創(chuàng)造力的方法去實施別人設(shè)定的戰(zhàn)略，轉(zhuǎn)變到自己對自己的生意作出一個清晰的戰(zhàn)略。理想地，EMT領(lǐng)導(dǎo)會運用這一素質(zhì)來形成和實施整個企業(yè)的整體戰(zhàn)略。How it relates to other competencies and skills: 與其他素質(zhì)和技巧的關(guān)聯(lián) Strategic Thinking is supported by: ? Analytical thinking, a baseline competency, and to provide the understanding of how issues break down.? Business Acumen, the knowledge of current market realities, business models and related business practices and concepts such Return on Investment.戰(zhàn)略思維由以下素質(zhì)支持：

? 分析思考，一種基本能力，提供對怎樣分解問題的理解。

? 商業(yè)敏銳，對當前市場情況、商業(yè)模型和相關(guān)商業(yè)實踐和如投資回報等概念的理解。

Strategic Thinking is critical in leaders, to ensure that the energy and efforts of the organization are aligned and focused in the areas that are most important for the overall success of the entire enterprise.Thus, Strategic Thinking supports and directs the Building Huawei Capability competencies and also the external partnerships a leader may build.39

對領(lǐng)導(dǎo)者來說，戰(zhàn)略思維是關(guān)鍵的。它能確保企業(yè)的精力與努力會一致地被聚焦到對整個企業(yè)的成功最重要的領(lǐng)域。因此，戰(zhàn)略思維會支持和引導(dǎo)塑造華為能力的素質(zhì)群，及領(lǐng)導(dǎo)者想建立的外部伙伴關(guān)系。Level 1: Recognizes patterns to implement strategy ? Sees patterns, trends, and missing pieces, or how one situation is similar to or dissimilar from another.? This includes recognizing opportunities to implement existing strategy(recognizing similar situations)and anticipating need for changing planned execution of strategy(recognizing dissimilar situations).層級一：通過辨別模式來實施戰(zhàn)略

? 能夠看到事物的全貌、發(fā)展趨勢以及缺失的部分，或能夠辨別兩中情況之間的異同之處。

? 這里包括發(fā)現(xiàn)機會去實施現(xiàn)有的戰(zhàn)略（識別類似的情況），以及預(yù)測到戰(zhàn)略實施過程中不斷變化的需要（識別不同的情況）。Example: We have to start from consulting to produce an integrated solution.If we omit consulting, the result is poor.In other words, we have to offer consulting to better understand the customer?s requirements.With consulting we can better exploit the market.Consulting can be regarded as a means of market exploitation.But presently we must focus on service by making profit.Some destination customers may require consulting in the future.But in China now, consulting is hard.First, the charge is not affordable.On a small market, few companies will pay for consulting, like Huawei.范例：

我們應(yīng)該從咨詢開始來產(chǎn)生一個整體的解決方案。如果我們不做咨詢，結(jié)果會是很差的。換句話說，我們不得不提供咨詢以更好地理解客戶的需求。通過咨詢，我們可以更好地開拓市場。咨詢可以看作是一種開拓市場的方法。但目前由于市場利潤的原因我們必須聚焦于服務(wù)。有的目標客戶將來有可能要求我們做咨詢。但在現(xiàn)在的中國，咨詢很不好做。首先，費用負擔不起。在一個很小的市場里，很少有公司愿意象華為一樣為咨詢而支付費用。

Level 2: Applies complex concepts to implement strategy ? Applies knowledge, experience or understanding of trends to understand situations or to achieve strategic objectives.? Includes making decisions using principled conceptual approaches(such as Return on Investment, market research, strategic analysis or other concepts learned from business schools or other sources)or seeing a market opportunity that is not obvious.層級二：運用復(fù)雜的概念去實施戰(zhàn)略

? 運用對有關(guān)模式的知識、經(jīng)驗和理解去解釋現(xiàn)有的情況，或去實現(xiàn)戰(zhàn)略目標。? 包括運用概念性、原則性的方法去增強組織能力（比如投資收益分析，市場調(diào)研，戰(zhàn)略分析或者其他從商業(yè)學(xué)院等地方學(xué)習到的方法），或者發(fā)現(xiàn)模糊的市場機會。

Example: Our sales amount this year has reached more than RMB4 billion, compared with RMB2.2 billion last year and RMB1 billion the previous year.It is a change of quality rather that quantity.The increase from RMB2 billion to RMB4 billion indicates that changes have occurred to our customer groups and we need to execute our projects with higher-level customer groups.It is a big risk to follow traditional marketing methods for the process from contract negotiation to customer payment or deferred pay-ment.Have we mastered a new marketing & sales method? It is a challenge that we have to discard the traditional way.Before a project begins, the financing must be followed, which is an essential marketing method;otherwise, the more you go further, the more risks the company will have.Suppose we have amounted to RMB10 billion all by means of installment, all the risks lies in the company.On the contrary, if we can have the banks and the customers share the risks with us, the company is expected to be on the normal way of development in the future, free from negative effects no matter how fast the company develops.So we regard it as a great challenge concerning how to put the financing to the sales.It?s not simply to increase our sales amount to RMB4 billion from RMB2 billion.What we have to do this year is, on one hand, to improve the quality of customer groups;on the other hand, to quicken the innovations in our sales method.范例：

我們今年的銷售額達到了40個億，去年是22億，前年10億。銷售額從20億到40億意味著我們的顧客群已經(jīng)發(fā)生了改變，我們需要對更高級別的客戶群來執(zhí)行我們的項目。從合同談判到顧客付款或推遲付款，仍然按照傳統(tǒng)的市場方法來做就是一個很大的冒險。我們是否已掌握了一種新的營銷和銷售方法？我們必須拋棄傳統(tǒng)的方法，這是一個巨大的挑戰(zhàn)。當一個項目啟動時，財務(wù)必須跟上，這是一個核心的時常方法；否則，你走得越遠，公司就會面臨更大的風險。假設(shè)我們有總計100億都依靠安裝實施而來，那么這種風險就完全由公司承擔。相反，如果我們有銀行，而且客戶與我們共同承擔這些風險，公司將來無論發(fā)展得多快都可以避免負面效果，能夠正常發(fā)展。因此，我們把如何將財務(wù)與銷售統(tǒng)一在一起看作是一個巨大的挑戰(zhàn)。銷售額從20億增長到40億并不是簡單的事情。我們這一年所做的就是，一方面，提高客戶群的質(zhì)量，另一方面，加快銷售方法的更新。

Level 3: Simplifies complex data for strategic insights ? Makes complex ideas or situations clear and simple.? Boils down complex data into a clear and simple explanation.? Uses this understanding to develop strategic plans.層級三：深入淺出地去洞察戰(zhàn)略

? 能夠?qū)?fù)雜的觀點或情況簡單化、通俗化。

? 能夠?qū)?fù)雜的信息“化繁為簡”，得出清晰明確的解釋。? 運用這樣的洞察力去發(fā)展新的戰(zhàn)略性觀點。Example: Yes, when I reviewed the product, I found the major composition in its cost was the rental.If I could reduce the cost of rental and installation, then I could save much money.I made a separate base station, like the independent air conditioner which could solve the previous problem of high noise.I made it because its rental was very high at that time.I could divide the base station into two halves: I tore down the base station into a small box and then put the radio frequency part under the tower line and connected it with the optical line.Thus, we not

only had the electricity, but there also was no need of equipment room or air conditioner.We saved at least 16 million Euro in rental costs every year and 160 million Euros in ten years.The customer required me to reduce by 80 million Euros, but I was far beyond his aim.范例：

是的，當我再考察這個產(chǎn)品的時候，我發(fā)現(xiàn)成本的主要組成部分是租金。如果我能夠降低租賃和安裝的成本，就可以節(jié)約大量資金。我做了一個獨立的基站，就象分體空調(diào)一樣可以解決以前的高噪音的問題。因為當時租金實在太高，所以我做了這樣的東西。我把基站分成兩半：把基站做成一個小盒子然后把無線發(fā)射部分放到樓頂，用光纜連接起來。這樣，我們不僅有電，還不需要設(shè)備間或空調(diào)。每年至少節(jié)約了1600萬歐元的租金，10年就是1.6億歐元?？蛻粢笪医档?000萬歐元的費用，但我所做的遠遠超過了他的目標。

Level 4: Reconceptualizes the business or creates new concepts.? Creates new concepts that are not obvious to others and not learned from previous experience.? Looks at things in a really new way.? Creates a new understanding of “what business we are in.”

層級四：對業(yè)務(wù)進行結(jié)構(gòu)性的變革或創(chuàng)造新的戰(zhàn)略概念 ? 創(chuàng)造新的、別人沒有發(fā)現(xiàn)的戰(zhàn)略概念。? 用全新的眼光來看待事物。

? 創(chuàng)造對自己所在行業(yè)以及市場的全新理解。

Understanding Others理解他人

Definition:定義

The ability to accurately hear and understand the unspoken or partly expressed thoughts, feelings, and concerns of others.It measures increasing complexity and depth of understanding of others and may include cross-cultural sensitivity.這是一種準確地捕捉和理解別人沒有直接表露或只是部分表達出來的想法、情緒以及對其他人的看法的行為特征。該素質(zhì)衡量理解他人的深度和透徹程度，也可以包括對文化差異的敏感性。Dimension:緯度

? Thoroughness of understanding of specific other people ? 徹底地了解其他人的具體事宜 Discussion:討論

Understanding Others does not usually directly impact business results, but it is the foundation for many critical competencies that do.The ability to accurately understand other people is a prerequisite for influencing, collaborating with, serving, partnering with or leading others.理解他人一般不會直接影響商業(yè)結(jié)果，但他是很多影響商業(yè)結(jié)果的關(guān)鍵素質(zhì)的基礎(chǔ)。準確地理解他人的能力是影響、合作、服務(wù)、建立伙伴關(guān)系或領(lǐng)導(dǎo)他人的前提。How it relates to other competencies: 如何與其他能力相聯(lián)系 Understanding Others is an essential starting point for: ? Impact and Influence(baseline competency), to understand how different persuasion techniques will impact the audience.? Building Organizational Capability, to assess needs, match people to roles ? Cross-Functional Collaboration, to understand the perspective of the other functions and take that perspective into account.? Inspiring Leadership to understand the people one leads and how to help them work well together.? Customer Focus, to understand the customer?s needs and experiences and respond appropriately and to build a good working relationship with customers ? Partnering, to understand the perspective of potential partners, build a good working relationship with them, and resolve potential conflicts.There has been some suggestion that cultural values may affect people?s willingness to demonstrate Understanding Others in interviews.Whether or not this is the case, it is important for leaders to actually have and use this competency to guide and shape their other leadership competencies.理解他人對以下的素質(zhì)是重要的起始點：

? 施加影響（基本素質(zhì)），理解不同的說服技巧會如何影響聽眾。? 構(gòu)建組織能力，評價需求、匹配人與職務(wù)。

? 跨部門合作，理解其他部門的觀點，并考慮在內(nèi)。

? 鼓舞式領(lǐng)導(dǎo)，了解所領(lǐng)導(dǎo)的人們，知道如何讓他們一起工作。

? 關(guān)注客戶，理解客戶的需求和感受，做出適當?shù)姆从?，并與客戶建立良好的工作關(guān)系。

? 伙伴關(guān)系，理解潛在伙伴的看法，與他們建立良好的工作關(guān)系及解決潛在的矛盾。

Level 1: Recognizes emotion ? Recognizes emotion in others by reading their body language, facial expression, and/or tone of voice.層級一：體會情緒

? 通過對肢體語言、面部表情和說話語氣等方面的理解來體會別人的情緒。

Example: So I gave her a warm greeting.I was more natural and warm in greeting her, but I felt from her expression that she was very cold.She looked very indifferent, right, very indifferent.I thought to myself why she was so cold to me suddenly, for it was she who introduced me to Huawei.So actually I was very grateful to her.So I took the initiative to greet her but suddenly felt she was cold.范例：

我很客氣地和她打招呼。打招呼的時候我很自然也很和氣，但感覺到她表現(xiàn)得很冷淡。她看起來很冷漠，對，是非常冷漠。我自己在想為什么她突然對我這么冷淡，因為就是他把我介紹到華為來的。因此我非常感激她，我主動和她打招呼，但忽然感覺到她很冷淡。

Level 2: Understands emotion and verbal content ? Understands BOTH emotion(by reading body language, facial expression, and/or tone of voice)AND what the other person says about a business or other issue

層級二：理解情緒和內(nèi)容

? 既能理解別人的情緒（通過對肢體語言、面部表情和說話語氣等），也能理解別人關(guān)于工作或其他方面討論的內(nèi)容 Example: After my customer got seated, I told him I had good news for him that our 3G contract in Netherlands had got the bidding including the contract sum and its scale.He was quite astonished at the news.Very excited.After my words, he stood up and grabbed my hands, saying: “Congratulations to you.You make us proud of being a Chinese.It is the greatest contract you?ve ever got in Huawei.”

范例：

客戶坐下后，我告訴他我有個好消息告訴他。我們的在荷蘭的3G產(chǎn)品的項目已經(jīng)中標，并告訴他合同的金額和項目規(guī)模。他聽到這個消息很吃驚，非常激動。我說完

后，他站起來握住我的手說：“祝賀你！你使我們?yōu)樽约菏侵袊硕湴?。這是你在華為簽過的最偉大的合同?！?/p>

Level 3: Understands meanings ? Understands current, unexpressed, or poorly expressed thoughts, concerns, or feelings ? Identifies a single characteristic or the strengths of the other person(not enough for a “balanced assessment” and NOT simply a complaint about a negative characteristic)

層級三：理解意圖

? 把握別人沒有公開表達出來或者表達得含混不清的想法或情緒。

? 了解別人一個主要的個性特征或優(yōu)點（既不是一個“平衡評價”的結(jié)果，也不是簡單地對某個缺點的抱怨）。Example: Yes, he initially came to me.We had a talk in my office.He told me that he was glad to know the university wanted personnel, but he was afraid he was not qualified enough as the university might need personnel of high end, high education and specialty.I was surprised that he said so, as I had had respect for him and never looked down upon him, for he was a head, a vice director, a person in charge of that field, and I used to invite him to take part in our discussions.I asked him why he should think that way.He said he was told the university would introduce doctors and so on, but he was only a university graduate.范例：

是的，他主動來找我。我們在我的辦公室里談了一下。他告訴我他聽說大學(xué)在招人很高興，但是他擔心自己的能力是否足夠。因為大學(xué)可能需要的是具有良好教育和專長的高端人才。我很吃驚他會這么說，因為我對他期望很高，從沒有小看過他，他是一個領(lǐng)導(dǎo)，負責那個領(lǐng)域的副主管。我常常邀請他參加我們的討論。我問他為什么會那樣想，他說聽說大學(xué)會引入博士等等，而他只是大學(xué)畢業(yè)。

He also told me that he was engaged in that field, and he had hoped to create some opportunities for his fellow workmates;and he used to do something down to earth, as he thought he was not good at impressing himself, but he would be devoted to everything he was doing and would do it well.But, he said, if he was not suitable for the university, or commercial college, leadership center, or anything, he would go back to his previous work.I told him I wondered why he should think so, for he impressed me the other way round.I know he was in charge of the matter, and he was much devoted to what he was doing.他還告訴我 他一直從事這個領(lǐng)域的工作，也希望能為同事們創(chuàng)造一些機會，他通常腳踏實地地做事，因為并不擅長表達自己，但總是會致力于所做的事情并把它做好。但是，如果他不適合做這個大學(xué)或商業(yè)學(xué)院的工作，領(lǐng)導(dǎo)中心，或其他工作，就會回去做原來的工作。我告訴他我并不明白他為什么會這么想，因為他表現(xiàn)出來的是另一種深刻的印象。我知道他以前負責這工作，而且對于所做的事情非常投入。

He succeeded in working out many teaching materials together with his team;and earned millions of RMB for the company, without much support from the company.I told him: I see

you love the training work and you are devoted to it.We are introducing new persons, but it doesn?t mean we are to discard the original ones, as we should respect history.I suddenly came to know why he should think he was not suitable for training.During a discussion in our preparatory group, I told him that he would be suitable to take up product sales planning, as he had been engaged in customer training, so he understood what customers required;and other jobs, such as recruitment, services and so on, could be assigned to other persons.In think he may be sensitive, so he may have thought that he would be asked to do sales planning from then on, and would be separated from customer training.I tried to clarify the situation.I said he might have misunderstood our work division.The division was temporary, and we should respect history, as we should extend anything on the basis of its original development, no matter in whose charge it had been before.He said he agreed with me, the only thing was that he was worried about his own ability.I told him: I understand you, and I would give you an opportunity of choosing to stay or leave.But at present, you do not really want to leave, and it will not be suitable for you to leave.So, why not stay and do the job for a period of time before you can make a decision.He agreed to stay and did his job very well.未依靠公司的支持，他和他的團隊一起成功地做出了很多的培訓(xùn)資料，為公司賺回了成百萬的人民幣。我告訴他，我知道你熱愛培訓(xùn)工作，并致力于此。我們是要引進新人，但并不意味著就會忽視老人，正如我們應(yīng)該正視歷史。我突然明白他為什么會認為自己不適合做培訓(xùn)工作。在一次籌備組的討論中，我說他做產(chǎn)品銷售計劃更合適，因為他一直從事客戶培訓(xùn)，了解客戶的需求；而其他工作，如招聘、服務(wù)等，可以分配給其他人做。我想他有點敏感，因此認為自己以后可能會被派去做銷售計劃，而不能再做客戶培訓(xùn)。我試圖澄清這一情況。我說他可能誤解了我們的工作劃分。這種劃分是臨時的，我們要正視歷史，正如我們應(yīng)該按照其原有的規(guī)律來發(fā)展，而不管現(xiàn)在或以前是誰在負責這件事。他表示同意我的說法，唯一的問題是他擔心自己的能力。我告訴他：我理解你的想法，我會給你一個選擇去還是留的機會。但目前，你并不是真的想走，走也并不合適。因此，為什么不留下來，在你做出決定前再繼續(xù)做你的工作。他同意了留下來，而且后來工作做得非常好。

Level 4: Understands underlying issues ? Displays an in-depth understanding of the ongoing reasons for a person?s behavior or responses.? Understands the longer-term reasons for behavior.? Makes an assessment of a person?s specific strengths and weaknesses based on a deeper understanding of the individual.層級四：深度理解

? 對他人行為產(chǎn)生的原因有深入的了解。

? 理解導(dǎo)致別人目前或長期以來的感受、想法、行為或擔心的原因。

? 能夠全面地認識他人，在基于對他人深刻了解的基礎(chǔ)上，客觀地評價對方的優(yōu)點和缺點。

Baseline Competencies基本素質(zhì)

Analytical Thinking分析思考

Definition:定義

Understanding a situation, issue, problem, etc.by breaking it into smaller pieces, or tracing the implications of a situation in a step-by-step way.Analytical Thinking includes organizing the parts of a problem, situation, etc., in a systematic way;making systematic comparisons of different features or aspects;setting priorities on a rational basis;and identifying time sequences, causal relationships, or if-then relationships.理解形勢、主題、問題等。通過將其分解成小塊，或用逐步漸進的方式來探索某種情況的內(nèi)在含義。分析思考包括用系統(tǒng)的方法來組織問題的各個部分，在合理的基礎(chǔ)上設(shè)置優(yōu)先級，確定時間順序，因果關(guān)系或假定的因果關(guān)系。Dimension:緯度

? Complexity of the causal thinking ? 因果思考的復(fù)雜程度 Level 1: Breaks Down Problems ? Breaks problems into simple lists of tasks or activities without assigning values.? Makes a list of items with no particular order or set of priorities.層級一：分解問題

? 把問題分解成簡單的任務(wù)或活動，但沒有指定價值 ? 列出沒有特定順序或優(yōu)先級的清單 Example: I felt his requirement was unreasonable.First, any matter should be reported from a lower level to upper levels;secondly, he lost temper to me and was impolite;thirdly, he tried to intimidate me by saying “Do you know who I am? My work card No.is just under 3000;as an old employee in Huawei, I have good relation with your boss and can talk to him in person.Who do you think you are?”

范例：

我覺得他的要求毫無道理。首先，任何問題都應(yīng)該由下級向上級匯報；其次，他對我發(fā)脾氣，很沒有禮貌；第三，他試圖威脅我，說：“你知道你是誰么？我的工作卡號碼不到3000號，做為華為的老員工，我和你的老板關(guān)系很好，可以私下里和他聊天，你以為是是誰？”

Level 2: Sees Basic Relationships ? Identifies the cause-and-effect relationship between two aspects of a situation.? Separates situations into two parts: pro and con.? Sorts out a list of tasks in order of importance.47 層級二：明白基本關(guān)系

? 從兩個方面指出一個問題的因果關(guān)系 ? 把事情分解成兩個部分：好的和不好的 ? 按照重要性順序排列出任務(wù)清單 Example: If one product has domain in the market, it is difficult for another to enter in.It is not like switches.Therefore, the domain effect was very important.范例：

如果一個產(chǎn)品在市場上有自己的勢力范圍，則另一種產(chǎn)品很難進入，這不象交換機。因此，主導(dǎo)勢力的影響是非常重要的。Level 3: Sees Multiple Relationships ? Makes multiple causal links: several potential causes of events, several consequences of actions, or multiple-part chains of events(A leads to B leads to C leads to D.)? Analyzes relationships among several parts of a problem or situation(e.g., anticipates obstacles and thinks ahead about next steps, in detail, with multiple steps.)

層級三：搞清多種關(guān)系

? 做出多重因果鏈接：幾個事件的潛在原因，幾個行動的后果，或多級的事件鏈接（A導(dǎo)致B導(dǎo)致C導(dǎo)致D）。

? 分析一個問題的幾個部分之間的關(guān)系（如預(yù)見障礙并思考后續(xù)的詳細的多個步驟）Example: I felt it was a two-edge sword.From the angle of the safety of our company and our employees, the employees should pay taxes to their local governments;but from the market angle, once they registered in the tax bureau, the local tax bureau would check if they had a work visa, which they didn?t.If the local tax bureaus discovered that they did not have the proper visas, they would be forced to leave the country or to stop working, and in either case Huawei?s entry into that market would be prevented.范例：

我覺得這是一把雙刃劍，從我們公司和員工安全的角度，員工應(yīng)該向當?shù)卣{稅。但從市場的角度，一旦他們在稅務(wù)局注冊，當?shù)氐亩悇?wù)局就會檢查他們是否有工作簽證，而他們并沒有。如果稅務(wù)局發(fā)現(xiàn)他們沒有適當?shù)暮炞C，則會命令其離開這個國家或停止工作。無論上述哪一種情況發(fā)生，則華為都無法進入當?shù)厥袌?。Level 4: Makes Complex Plans or Analyses ? Identifies multiple elements of a problem and breaks down each of those elements in detail, showing causal relationships between them.? Peels back multiple layers of a problem.? Uses several analytical techniques to break complex problems into component parts.? Uses several analytical techniques to identify several solutions and weighs the value of each.48 層級四：做出復(fù)雜的計劃或分析 ? ? ? ? 指出一個問題的多種元素，把每個元素分成細節(jié)，指出他們之間的因果關(guān)系。剝開一個問題的多個層次

使用幾個分析技巧來把復(fù)雜的問題分解成多個部分

使用幾個分析技巧來確定幾個解決方案并權(quán)衡每一個方案的價值

Example: What we have is the review for the year before and the objectives plan for the year after.We wanted to review our performance for the current year and plan for the next three years, that is, the development plan of this year and the business plan of the next two years.We needed to plan the year-on-year increase of our sales volume.Then I hoped to rank the product lines.We discussed this problem at meetings and came up with four principles to rank the product line.I discussed how to rank the product lines with several core team members at one of the meetings.I did not know what each product line did before that.I think it is important to sort the product lines according to a scientific method.In this way, nobody could criticize us.We could modify the method, but not the sorting principles.So we came to understand the development of the product lines for the next several years.We considered the rate of increase.If the gross profit or the sale per person of the product line was high, it means that the workload was heavy.If the sale is low, the load is small.This is only one aspect.If a product is sold well and there is no reason to expect an increase in the future, the product is stable and we only need to maintain the current level of supply.If there will be an increase in the future, we need to invest more.In such a way we ranked the product lines according to their market-potentials in the next three years.The product lines were sorted according to the overall market space.Then we could also sort the product lines according to the sale per person or the gross rate per person.We valued the importance of a product line according to four or five criteria.We insisted that four or five criteria were enough.It is impossible to include more criteria and make it perfect.We could always improve it later.I think we need to observe a product for three years.The PBC of some product lines is sorted according to the market space or competition.I think it is important to judge the market space of the product lines.The market space represents the investment.My colleagues drafted the sorting and I made the final decision.范例：

我們要做的是回顧上年的工作并為下一年的項目做計劃，希望審查當前的情況并為以后的三年做出計劃。即當年的開發(fā)計劃和下兩年的商業(yè)計劃。我們要計劃的銷售額的增長幅度。然后我希望給產(chǎn)品線分級。我們在會議上討論這個問題，總結(jié)出四個原則來進行產(chǎn)品線的分級。

在一次會議上，我和幾個核心的團隊成員討論如何進行產(chǎn)品線分級。在那以前，我不知道以前各個產(chǎn)品線做得怎么樣。我想按照一個科學(xué)的方法來進行產(chǎn)品線分級非常重要。這樣，沒有人會職責我們。我們可以修改方法，但不能修改排序原則。因此，開始明白了后幾年的產(chǎn)品線該如何發(fā)展。我們考慮增長率。如果這個產(chǎn)品線的銷售每個人的毛利潤都高，那么工作負荷就重。反之則輕。這僅是一方面。如果一種產(chǎn)品銷售得很好但將來卻沒有增長的希望，這種產(chǎn)品就是穩(wěn)定的我們只需維持目前的供應(yīng)情況。如果將來預(yù)計會有增長，則應(yīng)該增加投入。以這種方式，我們根據(jù)未來三年的市

場潛力把產(chǎn)品線進行了分級。產(chǎn)品線是根據(jù)整個的市場空間分級的。然后我們也可以根據(jù)每個人的銷售額或毛利率來分級。我們根據(jù)四到五個關(guān)鍵點對一個產(chǎn)品線的重要性進行了評估。我們認為這四到五點足夠了，不可能包括所有的關(guān)鍵點并做的非常理想，以后還可以進行提高。

我認為，應(yīng)該對一種產(chǎn)品觀察三年時間。有的產(chǎn)品線的PBC是根據(jù)市場空間或競爭力排序。我覺得判斷產(chǎn)品的市場空間很重要。市場空間代表了投資額。同事們做出了排序，我做了最后決定。

第五篇：能力素質(zhì)模型(學(xué)習筆記)

2011.12.22學(xué)習筆記

能力素質(zhì)包括哪些方面1：

在當今技術(shù)時代，人們從事任何職業(yè)都應(yīng)具有下述五項基本能力和三項基本素質(zhì)。五種能力：1．合理利用與支配各類資源的能力。時間——選擇有意義的行為，合理分配時間，計劃并掌握工作進展；資金——制定經(jīng)費預(yù)算并隨時做必要調(diào)整；設(shè)備——獲取、儲存與分配利用各種設(shè)備；人力——合理分配工作，評估工作表現(xiàn)。2．處理人際關(guān)系的能力。能夠作為集體的一員參與工作；向別人傳授新技術(shù)；誠心為顧客服務(wù)并使之滿意；堅持以理服人并積極提出建議；調(diào)整利益以求妥協(xié)；能與背景不同的人共事。3.獲取信息并利用信息的能力。獲取信息和評估、分析與傳播信息，使用計算機處理信息。4．綜合與系統(tǒng)分析能力。理解社會體系及技術(shù)體系，辨別趨勢，能對現(xiàn)行體系提出修改建議或設(shè)計替代的新體系。5.運用特種技術(shù)的能力。選出適用的技術(shù)及設(shè)備，理解并掌握操作設(shè)備的手段、程序；維護設(shè)備并處理各種問題，包括計算機設(shè)備及相關(guān)技術(shù)。三種素質(zhì)：1．基本技能。閱讀能力——會搜集、理解書面文件；書寫能力——正確書寫書面報告。說明書。傾聽能力——正確理解口語信息及暗示；口頭表達能力——系統(tǒng)地表達想法；數(shù)學(xué)運算能力——基本數(shù)學(xué)運算以解決實際問題。

2．思維能力。創(chuàng)造性思維，能有新想法；考慮各項因素以作出最佳決定；發(fā)現(xiàn)并解決問題；根據(jù)符號、圖象進行思維分析；學(xué)習并掌握新技術(shù)；分析事物規(guī)律并運用規(guī)律解決問題。3.個人品質(zhì)。有責任感，敬業(yè)精神；自重，有自信心；有社會責任感，集體責任感；自律，能正確評價自己，有自制力；正直、誠實、遵守社會道德行為準則。

能力素質(zhì)包括哪些方面2：

A.決策能力B.應(yīng)變能力C.組織能力D.技術(shù)能力E.人際協(xié)調(diào)能力

個人素質(zhì)

內(nèi)涵很廣，包含多個方面，包括學(xué)習能力、總結(jié)能力、學(xué)識經(jīng)驗、進取精神、社交能力、責任心、自我控制、成就動機、靈活性、創(chuàng)造性潛力、管理潛力、工作態(tài)度、誠實水平等等。關(guān)鍵是根據(jù)自身特點發(fā)揮自己的特長，同時要有過硬扎實基本功的真才實學(xué)。專業(yè)技能強、上進、好學(xué)、有職業(yè)操守； 真誠、敬業(yè)、守時； 有團隊合作意識、良好的溝通能力和親和力；善于學(xué)習，積極主動解決困難的態(tài)度和能力； 良好組織能力和協(xié)調(diào)管理能力，等等