A few days ago, Huawei’s rotating chairman Guo Ping held a symposium with new employees, and released the minutes of the symposium signed “Don’t Waste the Opportunity of a Crisis” on September 2.
Guo Ping said that now truly entering the digital economy era, 5G will release huge technological dividends, which will help Huawei and Huawei’s strategic customers achieve commercial success. At the same time, Guo Ping believes that it is possible to have two systems in one world. Even in this extreme environment, Huawei can still survive and continue to lead. Huawei needs global cooperation and markets to acquire various advanced elements to meet customer needs. This is the best opportunity for personal development, and everyone even has the opportunity to challenge Moore’s Law and “continue life” for it.
Guo Ping judged that China’s leadership will make the United States lose its power to dominate the world. China is already in a leading position in the 5G field, and the United States must want to destroy China’s 5G construction. The U.S. increased sanctions in May, adding some difficulties to Huawei, but it is not insurmountable, it is just a process issue, a cost issue, and a time issue.
Regarding the Hongmeng system that everyone is generally concerned about, Guo Ping said: Our decision to do HMS is not an easy decision, it is difficult and challenging! But progress so far has been better than we expected. Since Huawei can help Android become successful, why should our own system not be successful?
The following is the full text of the meeting minutes:
Don’t waste the opportunity of a crisis
——Guo Ping, Rotating Chairman of Huawei, talks with new employees
First of all, colleagues are welcome to join Huawei. In the face of rapid turbulence, Churchill famously said, “Don’t waste the opportunity of a crisis.” Before answering the question, I will focus on my point of view on the issues that everyone is generally concerned about.
First, the view of the future. As you all know, now we have entered the era of digital economy. I compare it to electricity more than 100 years ago. Edison discovered electricity for lighting. After the invention of the light bulb, mankind began to enter the era of electricity, but the earliest electricity was only used for lighting. . When does it really enter the electrical age? This is when electricity is entering household electrification and electricity is entering all walks of life. For a hundred years after that, General Electric was the symbol of the American economy and the most valuable company in the United States. What is the digital economy? On two fronts, connectivity and computing are the foundation of the digital economy. 5G, all-optical communication, and the Internet of Things are connection technologies; cloud computing and AI represent computing technologies. Connection + calculation constitutes the core elements of the digital economy. The density of connections multiplied by the accuracy of calculation is the strength of the digital economy. Connectivity and computational convergence will have a fusion effect, and at this time, this is an opportunity for all of us. Huawei’s future is to focus on connection, computing, and terminal technology. Terminals are actually a form of connection and computing. Huawei’s ambition is to become the most important provider of key technologies in the digital economy, which is also Huawei’s core industry and pursuit.
Second, Huawei’s focus at this stage is to release the dividends of advanced technologies such as 5G. Over the past 30 years, Huawei, together with customers and partners, has basically solved the problem of “electricity for lighting”. What is this lighting? It is the connection between people: making phone calls, sending texts, images, videos, but bringing it into the home and into various industries is just the beginning, and this is a huge opportunity. 5G marks that we have entered a new era of Internet of Everything. Huawei is in a leading position in advanced technologies represented by 5G. Our next step is to work with our partners to unleash the dividends brought by advanced technologies, enable thousands of industries, and help our strategic customers achieve business success. This prospect is very broad, and I also believe that the new colleagues will also make great achievements.
Third, what does Huawei’s future depend on? Huawei relies on young people. Technological developments have changed rapidly over the past few decades, but frankly, theoretical progress has been relatively sluggish. The computing field is still the von Neumann structure, and Moore’s Law for semiconductors is still waiting for everyone to “continue life”. Huawei wants to make a greater contribution to future science, everyone has a chance, maybe Apple will hit you one day. In our leading field, facing the unavailability of various advanced elements such as the United States, how to survive and grow is a challenge. We need young people, we need metabolism. It is possible to have two systems in one world, but if we want to become an advanced representative, we need creative breakthroughs in R&D, manufacturing, logistics, finance, and IT to survive and continue to lead in this extreme environment. We also need globalized cooperation and markets to acquire various advanced elements to meet customer needs. China is the base camp, but we can’t just have the base camp, we also need to do our best in the global market to achieve good results. This is the best opportunity for new Huawei employees.
Fourth, interpret the environment we are facing now. Why does the US oppress us? How do we respond? I recommend that you read a speech given by the current US Attorney General, Barr, at a think tank in February this year. Mr. Barr is remarkable, turned out to be a senior vice president of Verizon, or an expert on China issues. In his speech, he tossed aside all the high-sounding reasons. He said that since the 19th century, the United States has been a world leader in every field of innovation and technology. It is the scientific and technological strength of the United States that makes the United States prosperous and secure, and China’s leadership will make the United States lose its power to dominate the world. 5G technology is in the future. At the center of the technological and industrial world, China is already leading the way in 5G, an area so important that the U.S. must disrupt China’s 5G buildout. People have pointed out why. It should be said that the direct product rule added on May 15 this year has also added some difficulties to Huawei, but it is not insurmountable. In essence, it is a process problem, a cost problem, and a time problem. Our challenge is to have a good tomorrow, but to live past the dawn, right? To race against time. I believe this is also an opportunity for new entrants. The future of Huawei is in your hands, and I look forward to your success and growth as individuals and the company.
Finally, I would like to share my personal growth, frustration, withdrawal and voice. I recently read “Quit, Appeal, and Loyalty” by Albert O. Hirschman, and I recommend reading it when you have time. In fact, it has not experienced decline, and can not talk about loyalty. For the post-90s and post-00s, it should be said that they are the most stable and growing generation in China. You have received a very good education. I also want you to be more resilient to frustration. Huawei is in a state of being suppressed. It needs a strong heart. Instead of paving the way and waiting for everyone to go, we want everyone to create the future together. Facing the future, this book also said that there are two choices, vote with your feet – quit; vote with your hands – raise your hand to make your voice, to turn the tide and change. For Huawei, quitting and speaking out are the company’s error correction mechanism, and they are also options that everyone can have after joining.
Thank you for your trust in Huawei and for choosing to join Huawei. Huawei also has a thousand choices and chose you. Looking forward to hearing, seeing, and participating in your growth story at Huawei in the future.
Q: I am from HiSilicon. In May last year, the United States included us on the Entity List, and the status of HiSilicon immediately rushed up. But if the most extreme situation is encountered in the future, I would like to ask how HiSilicon’s strategic position in Huawei will change?
Guo Ping: It has been more than ten years since the establishment of the spare tire plan. At that time, other people’s chips were used, but they still maintained sufficient investment to do HiSilicon. Now that Huawei has taken root as a system equipment company, chip design has reached its roots. Then there are chip manufacturing processes, manufacturing equipment and raw materials at the front end. These barriers are where the United States constrains us. For us, we will continue to maintain our investment in HiSilicon, and at the same time, we will help front-end partners to improve and build their own capabilities. I believe we will have a stronger HiSilicon in a few years.
Q: I am from the Process IT Finance Application Group. You mentioned that after 5.15, in the process of filling holes in our large Huawei aircraft, there are financial, process, and IT work content. I would like to ask about our What expectations do social recruiters have in this regard?
Guo Ping: After 5.15, the United States has increased sanctions on Huawei. It has become difficult for us to obtain advanced technology and even maintain the continuous service of the past technology of the United States. We need to help our partners build a new system and maintain it. The stability of our existing system. This brings us a lot of challenges. A colleague asked if Huawei would enter the field of IT services or process IT services. We can definitely say no, but it will free up our strength to help our partners mature and improve their IT. The level can be used by us. I hope that the employees of the social recruitment can especially contribute to the power of their past experience.
Q: I am from the Network Marketing and Solution Sales Department. I would like to ask you, how should Huawei people who work on the front line, especially in difficult areas overseas, solve their mental hardships?
Guo Ping: I went to Huawei institutions in many countries overseas. The small environment of the company’s work and life is very good, not bad compared to Bantian’s environment, but we can’t do anything about the overall environment of the country. Every expatriate employee, in your workplace, creates value for the company and seizes the opportunity for your personal growth. During this process, Huawei also encouraged family members to live together. If I have any suggestions, I expect everyone to be more curious and culturally inclusive, learn more about the country where they are located, learn more about the culture of the country where they are located, and establish better communication. This is what we can do better. of. The company provides a good working environment, and individuals adapt to and make the greatest contribution in such an environment, which is what we expect.
Q: I am responsible for terminal delivery in the supply chain. We know that you played a very important role in the lawsuit between Huawei and Cisco in 2003. I would like to ask, what difficulties did you encounter during that process? Is there anything that touched you very much? How did you adjust yourself? We may have to go overseas to meet our customers in the future. Do you have any good suggestions for us?
Guo Ping: The biggest challenge is facing the fear of future uncertainty. Maybe everyone is afraid of the future, but only those who continue to move forward even if they are afraid have a future. I remember that the other party had a huge team at that time, and even asked the consultant we hired to send me a message, “You will face astronomical fines, and Huawei will go bankrupt.” The various public opinions and political environments created may be more than today’s situation. bad. They even hoped that no lawyer would take our case and defend us. But in this case, we survived. My advice is, no matter how difficult the situation is, face it, deal with it, and let it go. When Professor Jin Yinan was lecturing in this classroom back then, he said, “There are thousands of tactics, and the first one must be daring.” For our new employees to join Huawei, the first one must be acted upon and done, but the problem cannot be solved.
Q: I come from the strategic planning department. As you said, our company has changed from a market follower to a leader and pioneer. How do you define a market leader? What are our main levers and key success factors in playing this role?
Guo Ping: Our company’s strategy department has a definition of a market leader. There are six or seven criteria. Huawei is a two-wheel drive, one is driven by customer needs and the other is driven by technology. We have to rely on two-wheel drive to establish our leadership and establish our influence and leadership in the industry. The road ahead of our industry is not clear, and there are not too many technical papers. How can we pass the technological breakthrough? This is our opportunity and of course a big challenge!
Q: I come from the consumer BG supply chain system. There is a saying that a person’s success is inseparable from personal efforts, and should be in line with the development of the times. When you just started, you said that you joined Huawei at a time of crisis for the company. May I ask you, what made you believe that the company will have a bright future in the future and stick to it now? Also, the company has encountered another crisis. What advice do you have for new employees who join the company at this time?
Guo Ping: Now the company is in normal condition. Only in the face of the inaccessibility of advanced elements, how can we break the blockade and establish our own lasting technical capabilities and a stable and credible supply chain? As for myself, I didn’t think about it that much at the time, and I didn’t know much about Huawei. I came here for an internship in 1988 and came here after graduation. It was natural. Many things cannot be planned by yourself, but when you have an opportunity, a small opportunity, can you make a qualified delivery, and after you can have a successful delivery, then the company may be willing to give you a bigger one. Opportunity is a bigger opportunity, so I have always believed that “success is the mother of success”. I am willing to give a person who has a small success a chance of medium success. If he can succeed with a medium chance of success, I will give him a bigger chance. I expect everyone to do everything at hand to build up your own confidence, your abilities and your credibility with the company.
Q: I come from the Cloud AI computing product line. I heard before that the company’s hardware capabilities are relatively strong, but the software level is relatively weak, especially compared to some large Internet companies. In the future, what plans and layouts does the company have to improve the software level?
Guo Ping: Huawei is very willing to learn from the experience of all advanced companies. In fact, 80% of Huawei’s R&D personnel are engaged in software work, but the products embodied are systems and hardware, which are defined as “embedded software”. We have accumulated reputation and competitiveness in this field. There is a gap, how can we improve in this regard? Our 2012 laboratory, R&D, and IPD’s GPO are all working hard. You can understand those Internet companies as the software operation industry. In this regard, we still have a lot of room and opportunities to continue our efforts. I am happy to tell you that HUAWEI CLOUD China market has entered the second place from Others last year.
Q: I come from consumer BG hardware engineering and product development management. As a freshman in R&D, I feel that I can grow together with the company by joining the company at this time. After you joined the company, you may have been engaged in various projects and at the same time to improve your self-learning, so I would like to know how you allocated your time at that time?
Guo Ping: I didn’t seem to have so many ideas at the time. At that time, I didn’t make a few calls, so I was in charge of the switch. In order to complete the work, I found some books at that time to make up for it and do technical implementation. In the working environment, accumulate your own abilities, including technical ability and team leadership. As for what hobbies you have outside of work and what you want to learn, I think it’s a personal matter.
Q: Many colleagues have asked about Huawei’s crisis, development and future. Now I would like to ask a question about women in the workplace. In view of the social attributes of women and the status quo of the workplace, what advice do you have for the work development of our female employees? Or what kind of policies can ensure that we can have the same development opportunities and status as men in the development of the workplace?
Guo Ping: First of all, in Huawei, the development of female compatriots is generally good. There are also several female members on the board of directors. The number one head of the most hard-core technology field is a woman, which at least shows that there is no ceiling for women in Huawei. For women to develop in Huawei, some things need to be handled by themselves, and the balanced development of all aspects of career and family. I just talked about the book “Exit, Appeal, and Loyalty,” which I think everyone can experience. Huawei doesn’t deny you a job just because you’re a woman, but it doesn’t deny you a chance just because you’re a woman.
Q: I come from the computing product line, and in order to drive innovation, the company proposed the Talented Youth Program in 2019. Most of them have just walked out of the campus and have no work experience. I would like to ask how these talented teenagers should correct their position in the company?
Guo Ping: I don’t think he needs to be in any position. Talented teenagers are all in the technical field. We have seen his past achievements, and have judgments and expectations for his abilities. We hope that he can exert his skills and release his abilities. It seems that there are only two Nobel Prize winners in total, right? We are looking for talents who can contribute to Huawei’s future. Talented youth is one of our plans, and we hope that the best talents will join Huawei. Those who are not in the Talented Youth Program have the opportunity, and we will also make up for the treatment that should be made up in the future.
Q: I am a consumer management trainee of the Honor Division. The US has suppressed chips, which may have an impact on our mobile phone business. What are the company’s expectations and expectations for the future consumer business, especially mobile terminal equipment? Strategic objectives?
Guo Ping: The US’s suppression of us, the suppression of the terminal, does not start from now. GMS was disabled last year. We bravely launched the HMS system, which is a very difficult thing for a mobile phone company to establish an ecosystem. But after this year we have achieved very good results, exceeding expectations. The current suppression of Kirin chips will cause certain difficulties for our terminals, especially the high-end mobile phone business, but I believe we can solve them.
Q: I am from the Retail Business Department of Consumer BG. I have read your profile. You are from a technical background, and you have done related work in the supply chain, legal affairs, and finance. Your adaptability is very strong. In terms of adaptability, you Any advice for our newly hired colleagues?
Guo Ping: Huawei has a culture, which is also the requirement of President Ren. The grass-roots staff should “love one line and do one line” and make achievements in the field you love. For senior cadres, it is necessary to “do one line of work and love one line of work”. New employees to the company, in what you do best, where you have the longest streak.
Q: I am from the global sales department of the operator BG. We encountered an interesting question during the debate a few days ago. I would like to ask what your opinion is. During normal work, do you think the company motivates employees Is it more important spiritually, or more materially?
Guo Ping: What do you think is important?
Student: I think spirit is more important, because I joined Huawei mainly because my personal pursuit and personal vision are more in line with the company.
Guo Ping: The company has such a passage: The company calls on employees to be Lei Feng and Jiao Yulu, and the company promises not to let Lei Feng suffer. “Consolidate spiritual civilization with material civilization”, experience it.
Q: I am a fresh graduate from Consumer BG Finance. I would like to ask you to tell us as a new employee how to achieve a balance between life and work as a new employee?
Guo Ping: This is a philosophical question, and everyone’s balance point is different, so there is no standard answer. For each employee, you have to solve the relationship between people and materials, the relationship between people, and the relationship between people and their hearts. First of all, you must be competent for your job at Huawei. You are sitting in the same classroom today, and it may be your investment and achievements that will determine your future development. 996 may be a choice, and 9-to-5 is also a choice. Competent work and honest labor are the bottom line. What determines your future development is likely to be an arrangement beyond eight hours. Everyone should balance it by themselves, including quitting if they can’t adapt. It’s just a matter of personal balance, there is no standard.
Q: I am from the wireless software development department. I would like to ask, as new employees, we want to grow rapidly in Huawei. Do you have any good suggestions?
Guo Ping: Actually, as I said just now, success is the mother of success. Do the first thing you do well. According to Huawei’s culture, it should give you more opportunities. Our Strategic Research Institute offers bounties around the world, problems, and if you can solve them, we are very welcome.
Q: I come from the development department of the wireless base station platform. I would like to ask you the happiest or most fulfilling moment during your time at Huawei, or your project experience?
Guo Ping: One thing I am very proud of: Before joining Huawei, I had to be assigned to Wuhan Huazhong Electricity Administration Bureau. Our section chief said that Xiao Guo worked hard and would give you a chance to go to Marconi in Italy in a few years. Three pieces and eight small pieces can be tax-free; in 2000s, I represented Huawei to acquire Marconi (the company), but of course I didn’t buy it. But I find it very dramatic. If I were at the Central China Electricity Authority, my job would have been to look after two NEC switches and a Marconi microwave. Companies grow and develop in their field, and individuals become experts and leaders in this field, and a lot of fun things can happen.
Q: I’m from the Consumer BG Boutique Marketing Department. I noticed that many Huawei executives, including Mr. Ren, have a habit of reading. Do you recommend some must-read books for our new employees?
Guo Ping: I just recommended a book called “Quit, Appeal and Loyalty”. In the face of setbacks or various uncertainties, you can have various options. I think everyone joins Huawei in the hope of getting a very good development in Huawei. Then Huawei welcomes you to join, and I hope you can contribute to Huawei’s development. I am looking forward to making outstanding contributions. We also have an error correction mechanism. This error correction mechanism is that when you find something wrong, you can jump off the boat and leave; Huawei can also terminate the contract with everyone if it feels wrong. If you are interested in this book, you can read it. Different stages and different moods may require everyone to read different books. I do not agree with opening a standard book list.
Q: I’m from the Intelligent Driving Solutions BU. We all know that Huawei’s main revenue now comes from traditional operator business and consumer business, so I would like to ask you, for some emerging technologies such as intelligent driving and cloud, the company has No plans and prospects for the future?
Guo Ping: How do we see cars? In fact, it still revolves around the characteristics in the field of connection and computing. The core technology now is the engine. What is the core technology of the future? It is an energy management system, a control system, and a mobile phone with four wheels. Huawei does not build cars, but can build good cars for automakers and provide key ICT components. This is Huawei’s positioning. Using ICT technology, car manufacturers can plug in the wings of the future and gain advantages in future competition. We still sell ICT technology/equipment, but this equipment is used in the car.
Q: I am a consumer management trainee from the Shaanxi Terminal Business Department. As a member of the cannon fire, I will rush to Xi’an tomorrow to carry out the corresponding work. I would like to ask you how we can quickly improve our Frontline combat capability? What advice do you have for frontline workers like me?
Guo Ping: The terminal business has made great progress in the past 10 years and has made great achievements. Many of Huawei’s management are from engineering backgrounds. We welcome diverse professionals to join us. We hope that diverse talents can bring more vitality and creativity to Huawei in the field of innovation, and we also hope that you can make achievements.
Q: It is said that the post-90s generation is a very rebellious and individual generation, but they may also lack a certain sense of responsibility. What do you think of us post-90s Huawei people? What expectations and suggestions do you have for us?
Guo Ping: It seems that when I was studying, there was a saying that we are the “beat generation”, but it doesn’t seem to be broken. I don’t agree with labeling a certain group. I think the post-90s generation has a very distinctive feature. They are the most confident group of people in China, because they grew up in the most stable environment of China’s reform and opening up. Since the 1990s, China’s economy has developed rapidly, and young people are very confident in their future. The growth environment of the post-90s generation in China can be said to be the most stable in China in the past few hundred years. These people have a very good educational environment for improving their technical abilities. If there is any expectation for the post-90s generation, I hope they have a stronger ability to be frustrated. The growth environment of your parents’ generation has its ups and downs. For example, US sanctions have occurred in history. I really hope that the post-90s generation will have a stronger ability to be frustrated!
Q: Apart from the major influencing factor of US sanctions, what are the most prominent difficulties and problems that the company still has? How did you think about it?
Guo Ping: The only one who can beat Huawei is Huawei itself. First of all, as a large company with a hundred billion dollars, one cannot make directional mistakes. Bell Labs and the inventor of wireless communications, Motorola, who existed like gods back then, collapsed because they made directional mistakes. It will not be the United States that can defeat Huawei, but itself, and we cannot make directional mistakes in this regard. This is a responsibility that Huawei’s management and Huawei’s technical leaders need to shoulder. In addition, Huawei should become a dynamic organization. Huawei is an open company that always offers opportunities to creative and capable people. A firm and correct direction, a vibrant organization and a culture are the real challenges we face, and if these problems are not handled well, they will fail and die.
Q: As a new employee who has just joined the company, you may have heard about the mid-life crisis of the older generation of employees in our company, so I also want to confirm whether the mid-life crisis is really serious in our company, and what does the company think about this issue? And what are the corresponding management measures?
Guo Ping: Actually, I think Huawei has solved this problem. I remember a very old movie called “The Big Waves Washing the Sand”, which was about having different options for the future. Everyone has their own development path. Huawei is equivalent to providing a tool, you can quit, you can speak up, and you can use your ingenuity. This is similar to the story in “Big Waves Washing the Sand” that in the era of the Great Revolution (1924), several young people had different choices. We don’t need all the people who join Huawei today to work together for life, Huawei is an open system.
Q: I am an algorithm engineer of CBG. From your development, it has only taken me more than 10 years to hold an important position in the company. During this rapid promotion process, in addition to what you said, you must do your best At work, what skills are important in the long run? And how to develop these abilities?
Guo Ping: First of all, you have to be competent for the job. If you are not competent for the job, you will have no chance. Even if I give it to you, it may become a good dragon Ye Gong. The ability to become a leader needs to be acquired before you become a leader. When you become a leader, you may not have enough time to supplement your learning, so you should enrich yourself as much as possible before you take on these roles, so that you have enough ready to take on more important work. Opportunities are always given to those who are prepared.
Q: I know several foreign colleagues who have worked in Huawei for more than 4 years, but their current positions are still the same. There is no change, only the salary has increased. So I want to know whether a hard-working foreign employee has a chance to continue in Huawei. developing?
Guo Ping: This is a question I get asked almost every time I go to a country. There are two types of positions in Huawei. The first is technical positions. Non-Chinese employees have developed very well. About half of the Fellows are non-Chinese. Many of Huawei’s original or outstanding creations were proposed and completed by non-Chinese. Second, in other fields, especially in the sales field, Huawei needs to mobilize policies around the world. When Chinese arrive in a new country, they should learn to understand the culture and history of the country where they are located, so as to have a better integration and understanding with the local area. I would like to appeal that non-Chinese employees who join Huawei can also understand China’s historical and cultural traditions and build a good foundation for communication. We have increased the recruitment of foreigners studying in China and Chinese studying abroad, hoping that such a composition will have better opportunities for personal development. Huawei does not pursue proportional indicators, but we open up all opportunities.
Q: I am an employee of the Quality and Process IT Department. We have learned in these days that it is Huawei’s vision to bring the digital world to everyone, every family and every organization. In terms of organization, for an enterprise to do digital transformation, it may involve the efficiency of internal processes and production or industrial manufacturing. We all know that Huawei has a production line in Dongguan, which can assemble a mobile phone in 15 seconds. We are very efficient in internal processes and production chains. Has the company considered exporting its experience to our society more widely to help More business?
Guo Ping: Enabling the connectivity and computing technologies that Huawei focuses on to all walks of life requires a lot of industry knowledge. Huawei can become a provider of technology platforms, but it cannot dominate the world. We should let our value-added partners give full play to their value. Huawei focuses on connectivity and computing to build its core competitiveness.
Q: I’m from CBG. I understand that the student just wanted to express Huawei’s commitment to social responsibility, because the degree of connection between Huawei’s industry and many industries in our society is not obvious to our naked eyes. On the contrary, many Internet companies’ Products will be more closely connected with our lives. The publicity of Internet companies will reflect their participation in social welfare activities and corporate social responsibility, but Huawei’s publicity has always been quite low-key, so I would like to ask the company what projects are currently being carried out in terms of social responsibility and public welfare, or in the future. What kind of planning and implementation?
Guo Ping: I have always had a philosophy that business is the greatest charity. For everyone, doing your job well, making the company better, paying more taxes for the country, hiring more people, and creating a better environment is the greatest charity. What is an internet company? It’s OTT (over the Top), it’s an over-the-top pass. The real Internet is that companies like Huawei provide technology, operators build networks, and OTT develops applications on it.
Q: I’m from the wireless research department. We all know that 5G is Huawei’s trump card, but we have also seen a lot of news about 5G orders, and the operator business seems to be facing some uncertainty now. I would like to ask you to talk about some of the opportunities and challenges that we may encounter in the operator business in the future.
Guo Ping: At this stage, Huawei’s 5G war has basically come to an end. The next stage is to unleash the dividends of advanced 5G technology and help customers who choose Huawei, especially those strategic customers, realize the benefits of using Huawei technology. We have established commandos in Europe, the Middle East, and China to integrate Huawei’s various capabilities to help our customers succeed in business. This is our key work at this stage.
Q: I come from consumer cloud services and am responsible for the HMS ecosystem construction. The difficulties of GMS have brought great challenges to the overseas terminal business. I would like to know what you think about the user barriers of HMS and GMS, and how you feel about it. What kind of expectations and suggestions do these new employees who are gnawing on hard bones have?
Guo Ping: First of all, our decision to do HMS is not an easy decision, it is very difficult and challenging! But the progress made so far is better than we expected, “the world has been suffering for a long time”, and the world is also looking forward to a new open system. HMS must have a kind of “Yugong moving mountains spirit”, no matter how high the mountain is, dig an inch less an inch, persevere and fight for a long time, we will definitely be successful. An additional ecosystem is not only safe for customers, but also beneficial to us. In the fall of 2007, when Google launched Android, HTC was the first to announce support, and Huawei was the second. So since Huawei can help Android become successful, why should our own system not be successful?