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读任正非“星光不问赶路人”有感

2021-01-23 22:10:56 InfoQ

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"今天的朋友圈被任正非在华为内部讲话的文章“星光不问赶路人”刷屏了,读了好几遍,折服于任老板的战略洞察能力,华为的成功不是偶然的,也让我这个前华为人感到很自豪。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"文章中对我触动最深的是任老板对华为自己的定位。战略就是能力要与目标相匹配,华为三十多年的战略假设就是依托全球化平台,利出一孔,聚焦攻击一个点,从而实现战略突破。华为过去之所以成功就是在于“1-N”的工程设计能力,这与中国庞大市场空间和高效组织能力的现实环境是相匹配的。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在科技发展的路径上,原生技术都要经历“0-1”(技术思想及产品的出现)、“1-N”(工程产品和服务的规模化部署)、“场景化落地”(赋能各行各业带来应用价值)三个阶段,5G和人工智能也都是这个路径上演进,目前华为(也是整个中国的现状)的优势在于“1-N”。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"而目前,面对美国的蓄意打压,宏观环境发生了变化,任老板反思之前的战略是偏斜的、是不完全正确的。美国的打压使得华为在“0-1”的部分领域中面向被断供的处境,而面向各行各业的场景化落地也是挑战。那在“0-1”和场景化落地该怎么做呢?","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"纵观历史,近几百年所有“0-1”的技术和科学的提出还大多是发源于西方,在可预见的未来,美国的创新能力依然是最强大的,核心在于创新需要有一种自由研究的空间,需要有机制(比如美国的“拜杜法案”)和学术氛围,中国显然还在前进过程之中,需要一个阶段去发展。因此,策略上需要更客观,不一定要去在最前沿的领域去攻城拔寨,没有被验证过的领域还是无人区,完全自力更生的难度太大、成本太高,而在那些非最前沿的领域的“0-1”也许是现阶段一个好的策略选择,在路径上要同时坚持自力更生和国际合作,全球化战略不放弃。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其实,我们看到深圳的另外一个优秀企业比亚迪,也已经充分意识到“0-1”的战略价值。在其推出的新一代DMi超级混动技术车型中,电池、三电系统、发电机全部实现自主研发,9天时间预定量超过80万,而特斯拉2020年是50万量,蔚来、小鹏和理想都是几万辆。同时,搭载DMi混动技术的车型在电池亏润状态下的油耗仅是3.8L/100km,超过混动技术鼻祖丰田。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另外一个就是场景化落地,尤其是在5G和人工智能领域,如何赋能行业带来更大的行业价值和社会价值是最重要的。5G也好、AI也好,技术本身只是赋能者,核心的东西还是行业的know-how,对于华为(对于中国的其它企业也是一样),要重视客户需求,依靠行业专家,通过5G和人工智能技术赋能行业,提取并抽象行业know-how,让客户实现价值,并在客户实现价值的基础上合理获取自己的利润才是有效的商业逻辑。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}

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