Huawei領(lǐng)導(dǎo)力素質(zhì)模型

1、3HUAWEIHayGroup-Strategic LeadershipCompetency ModelDictionaryDRAFT戰(zhàn)略性領(lǐng)導(dǎo)力素質(zhì)模型字典 草案February, 2005Versio n 1DRAFTHuawei Strategic Leadership Model CompetenciesBuildi ng Customer Capability Cluster構(gòu)建客戶能力的素質(zhì)群 Customer Focus 關(guān)注客戶3Partnering建立伙伴關(guān)系 8Buildi ng Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群111.1Inspirin

2、g Leadership 鼓舞式領(lǐng)導(dǎo)Building Organizational Capability 塑造組織能力 17Cross-functional Collaboration 跨部門合作24Buildi ng In dividual Capability Cluster構(gòu)建個(gè)人能力素質(zhì)群30Drive for Results 結(jié)果導(dǎo)向Commitment to Huawei 獻(xiàn)身華為Strategy Th inking 戰(zhàn)略思維 Understanding Others 理解他人.30353943Baseli ne Compete ncies基本素質(zhì)47Analytical Thin

3、king 分析思考Impact and In flue nee 施加影響In formation Seeki ng 信息搜集nitiative積極主動(dòng)4.7.5.15.7.6.1Buildir Custoimr CapabilityCustomer FocusPartneringBuilding Huawei CapabilityInspiring LeadershipBuilding Organisational Capability Cross-f nctionalCollaborationSulfiding Individual CapabilityDrive for Results C

4、ommrtmentto Organization Strategic Thinking Understanding OthersBuilding Customer Capability Cluster構(gòu)建客戶能力的素質(zhì)群Customer Focus 關(guān)注客戶Defin iti on:定義The passion to understand and serve the customer, meeting their needs in creative and innovative ways.“ Customer ” refers to current, potential anndtei rnal

5、 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?！翱蛻簟笔侵脯F(xiàn)在的、潛在 的、和內(nèi)部客戶。Dime nsio n:維度? Depth of the customer s needs.? Complexity of the action.? 對(duì)客戶理解的深度? 采取行動(dòng)的難度Discussi on討論Customer Focus is at the heart of Huawei s values and purpose,cahnadraitcitsersistrtoicnginetshtemarket. It should inform almost ever

6、ything 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(jià)值和目的的中心，也是市場(chǎng)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(dòng)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 compete ncies：何與其他素質(zhì)相聯(lián)系To be done

7、well, Customer Focus needs to be supported by:? Understanding Others, to truly listen to and understand the customer s underlying needs, not juswe assume that the customer needs.? Strategic Thinking, to shape Huawei s response to the customer? Appropriate Building Huawei Capability competencies, to

8、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(duì)客戶的反應(yīng)。? 適當(dāng)?shù)臉?gòu)建華為能力的素質(zhì)群：確保整個(gè)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 f

9、or Results supports Customer Focus, by helping thecleuasdoenr ufonderstandingthe customer s business and on supporting the customer s profitability. On the other hand, the leaderneeds to exercise discretion in choosing which customer needs receive a full response. Considerations ofUn dersta nds the

10、customers n eeds and the rati on ale of Huaweis products and services and provide：Huawei s own profitability, the commercial potential of the project and its fit to Huawei 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(dāng)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)

11、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(hù)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(xiàng)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(duì)潛在的客戶需求序列 的反應(yīng)。Level 1: Resp onds to Clear Customer NeedsBased on a clear un dersta nding of the customers n eeds and Huaweis proainssand services,n eeded resources to address customer n eeds.T

12、he customer n eeds here are quite straightforward and well un derstood by the customer. Soluti ons are developed based on previous experie nces, cases or available products. In cludes tak ing action to establish relati on ships with pote ntial customers.層級(jí)一：對(duì)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

13、源來滿足客戶的需求?這里的客戶需求是非常簡(jiǎn)單的，并且客戶自身也能夠充分地理解。?基于先前的經(jīng)驗(yàn)、案例或現(xiàn)有的產(chǎn)品，找到解決途徑。?包括采取行動(dòng)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 tech ni cal decisi ons in volved in it. I lear ned

14、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 n obody should be allowed into the equipme nt room except the several peo

15、ple on the site and everybody else should go back to his own position and couldn t create more pressure to themeoplcause so many pgathered around him, his pressure would be much higher. I also asked the resp on sible supervisor to report on the progress to their internal customer and ask them to wai

16、t patie ntly. I had to comfort them con sta ntly. I believe the customer could also un dersta nd us. So fin ally this problem was solved without caus ing too much chaos. That was because we han dled it very carefully.范例： 我們旨在解決客戶問題的計(jì)劃是成功的，但卻被延誤了三個(gè)小時(shí)。11點(diǎn)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(dá)后才知道工程師擔(dān)心得都哭了。他將近30

17、歲承受了很大壓力。當(dāng)客戶實(shí)施他們自己的計(jì)劃時(shí)，我特意告訴信息中心的負(fù)責(zé)人說：“除了在場(chǎng)的幾個(gè)人外， 不要允許任何人進(jìn)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?！庇捎谥車奂颂嗳?，他的壓力就變得更大。我也要求相關(guān)負(fù)責(zé)人對(duì)內(nèi)部客戶匯報(bào)進(jìn)展 情況，并請(qǐng)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(gè)問題得 到解決而且沒有造成過多混亂，那是因?yàn)槲覀兲幚淼胤浅Ｐ⌒?。Level 2: Reacts to Customer Concernssoluti ons.The customer s needs are unclear or are presente

18、d simply as objectives, but the customer explicitly states a n eed and asks for helpNo mature products or services are available as reference. The leader n eeds to modify what is available to meet customer n eeds.Decisi on mak ing in volves bala nee betwee n cost and effect.Resp onds quickly and dec

19、isively to customer service emerge ncies.層級(jí)二：解決客戶的擔(dān)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(jiǎn)單的目的顯示，但是客戶的需要往往相對(duì)清晰。? 沒有現(xiàn)成的產(chǎn)品或服務(wù)可以提供可循，需要對(duì)已有的方法/方案進(jìn)行一定的改進(jìn)或創(chuàng)造。? 決策時(shí)要權(quán)衡風(fēng)險(xiǎn)。? 在出現(xiàn)客戶服務(wù)方面的緊急情況時(shí)，可以迅速地果斷地進(jìn)行回應(yīng)。Example:We were the first to negotiate, in December, and I was not the main negotiator.

20、The main negotiator of the customer was its mobile general manager, and our main negotiator was the chief of the local office. I was liste ning for future referen ce. The customer said that Huawei was nice, but our price should be reduced. After the n egotiati on, I chatted with the mobile gen eral

21、man ager to get clearer on the progress, our positi on and what we should do n ext. I wan ted to master more accurately what was in the customer mind. He was a frien dly Arabia n and what he thought was disclosed n aturally. He told me that their leader was for Huawei, but Huawei s price was on the

22、highide; 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(gè)要談判的，我并非主要談判者?？蛻舻闹饕勁姓呤且苿?dòng)總經(jīng)理，我們 的主要談判者是當(dāng)?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

23、我們應(yīng)該降低 價(jià)格。談判之后，我與移動(dòng)總經(jīng)理聊天以了解談判的進(jìn)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(gè)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(jià)格很高；并且還告訴我價(jià)格應(yīng)該降 多少。那對(duì)我們后期的談判幫助很大。從那時(shí)起，我一直做談判的幕后工作一一聽報(bào)告、與其他 人做分析和降低價(jià)格。Level 3: Un covers and Meets New Customer Needs?Ide ntifies or sen ses the customer n eeds, coord in ates Huawe

24、i resources to come up with soluti ons.? The customer s needs sometimes are quite conceptual or difficult to grasp, or the customer may express a n eed without explicitly ask ing for a proposal.?Can in clude in teractio n or cooperati on with the customer, worki ng together to desig n the soluti on.

25、? Or, ide ntifies the pote ntial customer s in terest and takes action to build up the relati on ship.層級(jí)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(diǎn)，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(shí)是比較抽象或難以把握的，或者，客戶可能會(huì)表示一個(gè)需求但沒有明確要求提建議。?可包括與客戶的合作和互動(dòng)，共同設(shè)計(jì)解決方案。?或明確潛在客戶的興趣并作出行動(dòng)建立關(guān)系Example:During the Beijing Exhibiti on at the end of Oct.

26、 2002, the vice-preside nt of one pote ntial customer men ti oned the idea of using soft switch for tran sit n etwork. I thought it was a cha nee, and that I should an alyze our pla ns carefully, and know clearly how to proceed. Moreover, I should make the pla ns detailed. I orga ni zed a team to do

27、 it. We had bee n con sideri ng the idea, but had not made them clear. We became clearer about the pla ns after he said those words. Eventually, I visited the customer in March, 2003 after waiting for a long time. During the visit, I prese nted the con ceptio ns about what we did in 3G, softswitch t

28、ech no logy, and gateway office to the vice-preside nt of the clie nt. What I said was about the con structi on of the whole 3G n etwork, especially about the application of the mobile soft switch. Next, I also spoke the specific technical differences. The important thing was what the preside nt of

29、the customer told his people. He said he asked them to con struct toll teleph one n etworks with soft switch but there was still no result. So he pushed them to cooperate with Huawei make a pla n.范例： 在2002年十月底舉辦的北京展覽會(huì)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(rèn)為這是一個(gè)機(jī)會(huì)，應(yīng)該仔細(xì)分析我們的計(jì)劃，搞清楚如何進(jìn)行。還有，我應(yīng)該制定詳細(xì)的計(jì) 劃。我組織了一個(gè)小組來做

30、這件事情。我們考慮了這個(gè)想法，但卻沒有弄清楚。他說了那些話之 后，我們對(duì)計(jì)劃清楚了很多。最終，在等了很長(zhǎng)一段時(shí)間之后，我在2003年三月拜訪了客戶。拜訪過程中，我對(duì)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(gè) 3G網(wǎng)絡(luò)的建設(shè)，尤其是移動(dòng)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(duì)他的手下講了什么。他說他要求他們用軟交換建設(shè)長(zhǎng)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(gè)計(jì)劃。Level 4: Inno vates to Meet An ticipated Customer Needs? Studies custome

31、rs, clarifies the pote ntial n eeds of the customers and the capability of Huawei to provide new soluti ons.? Customers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei.?In cludes provid ing the strategic suggestio ns for the customer s bus in ess mo

32、del and being theadvisor ” to the customer, regard ing the customer. s bus in ess層級(jí)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(shí)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(zhǎng)期戰(zhàn)略伙伴。Example:I talked about how we can succeed and what are the important things from the customer

33、was a new comer in this field. If we wan ted to en ter the market and compete with others, we would n eed to think for our customers. We would n eed to be able to tell them why they should use Huawei products. So I tried to dem on strate how the con tract would ben efit the clie nt and how it would

34、improve their profitability. The carrier chose Huawei because we un derstood their n eeds and used this un dersta nding to desig n a product for them. The customer did not specify the situati ons in which a soluti on would be applied whe n they in vited public biddi ng. After we got the con tract, w

35、e an alyzed how the equipme nt would be used in these places, in areas where revenue was low. Previously whe n the carrier con structed the n etwork, they used to build a buildi ng, in stall air con diti on ers, etc. Then they put a big cab in et i nto the house no matter how expe nsive it is, so th

36、ey can cover the area. The cost was high relative to the revenue because the populati on 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 buildin

37、g up, and installing air conditioners. Considering this situation, we designed a kind of product with a small capacity for 10,000 people. No n eed to build a buildi ng. It is a small box in stalled outdoors. It has a built-i n semic on ductor heat dissipation system. It is lightning-proof and dustpr

38、oof. 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(gè)領(lǐng)域，華為是一個(gè)新 來者。如果我們想進(jìn)入市場(chǎng)并與其他公司競(jìng)爭(zhēng)，我們要考慮客戶的利益，要能準(zhǔn)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(gè)合同將如何使客戶獲得好處并將如何提高他 們的利潤。運(yùn)營商選擇華為是因?yàn)槲覀兝斫饬怂麄兊男枨蟛⑶疫\(yùn)用這種理解為他們?cè)O(shè)計(jì)了產(chǎn)品。 客戶在公開招標(biāo)時(shí)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(dāng)運(yùn)營商構(gòu)建網(wǎng)絡(luò)時(shí)，他們通常建造一建筑

39、物，安裝空調(diào)等。然后，他們把一個(gè)大的櫥柜放進(jìn)房間盡管櫥柜的成本很高，這樣他們就能夠覆蓋整個(gè)地 區(qū)。因?yàn)檫@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(huì)用來購買設(shè)備，剩余的70,000元?jiǎng)t用來租賃土地、建造建筑物、布置建筑物和安裝空調(diào)?？紤]到這種情況，我們?cè)O(shè)計(jì)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(gè)安裝在戶外的小盒子，它有一個(gè)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

40、 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 sen

41、se 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(diǎn)，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

42、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(jìng)爭(zhēng)對(duì)手。合作的愿望部分基于數(shù)量上的安全感，不想單打獨(dú)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(dú)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)。Dime nsio n:維度? Completeness of action? Degree of closeness to the partner? 行動(dòng)的完全性? 與伙伴的親密程度Discussi on討論P(yáng)artnering, especially with competitors, is a complex and sophisticated compe

43、tency, 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 anothe

44、r company, which will inevitably have its own culture, history and interests.建立伙伴關(guān)系尤其是與競(jìng)爭(zhēng)對(duì)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(shí)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(shí)具有靈活開放的態(tài)度。How it relates to other compete ncies：何與其他素質(zhì)相聯(lián)系The ability to effectively partne

45、r 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(jìng)爭(zhēng)對(duì)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。

46、這是因?yàn)轭I(lǐng)導(dǎo)必須與 來自不同，有時(shí)甚至是相互競(jìng)爭(zhēng)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.

47、? 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 par

48、tnering - 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 accuratseslyn,aetivoennalacroand company cultures and potentially competing business interests.? Commitment to Hu

49、awei to recognize that Huaweis best interests may lie in a good partnership, and totranscend 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, p

50、otentials 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 BusinessEnvironment. Effective partnerships also support

51、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(jí)的尋找信息素質(zhì)（基本素質(zhì)），選擇一個(gè)伙伴并且了解該伙伴公司及其角色、市 場(chǎng)、潛力等方面的信息。? 在最高層級(jí)的戰(zhàn)略思維素質(zhì)上，認(rèn)識(shí)并了解伙伴企業(yè)的長(zhǎng)期戰(zhàn)略性潛力，超越常規(guī)界限來思 考，這樣也可以認(rèn)識(shí)到伙伴的戰(zhàn)略興趣。? 關(guān)注客戶，頭腦中時(shí)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(jì)上的判斷。? 理解他人，準(zhǔn)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(jìng)爭(zhēng)性的 商業(yè)利益。? 獻(xiàn)身華為，

52、要認(rèn)識(shí)到華為的最佳利益在于一個(gè)良好的伙伴關(guān)系，要超越那種與競(jìng)爭(zhēng)者對(duì)抗的狹 隘的忠誠。? 施加影響（基本素質(zhì)），在最高的層級(jí)上說服伙伴、了解伙伴公司及其角色、市場(chǎng)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(shí)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(jià)值。有效的伙伴關(guān)系也支持客 戶關(guān)注和客戶驅(qū)動(dòng)創(chuàng)新。Level 1: Opens the door and makes contact? Makes contact or establishes rapport with other thoughtfully selected organi

53、zations, 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. Maymar“ket” Huaweis potentials and establish H

54、uawei s reputationto other organizations.? May become friendly with executives in the other company, establishing a positive relationship with them （on a personal level）.層級(jí)一：對(duì)外開放，建立聯(lián)系? 與那些精心挑選的企業(yè)進(jìn)行接觸或建立友好關(guān)系，同時(shí)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(chǎng)地位、實(shí)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(duì)其

55、他企業(yè)的聲譽(yù)。? 可能對(duì)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(gè)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 partn

56、ers.層級(jí)二：有對(duì)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(jī)會(huì)。? 表達(dá)華為的誠意，以及他們想成為小組一分子的意圖。這個(gè)小組中的每個(gè)成員相對(duì)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 posit

57、ion 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(jí)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(duì)于潛在的伙伴，要準(zhǔn)確了解他們的文化、組織結(jié)構(gòu)及市場(chǎng)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 mutua

58、lly 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(jí)四：達(dá)成共識(shí)? 商定一個(gè)共同獲利的伙伴關(guān)系，并達(dá)成共識(shí)。使華為及其合作伙伴適應(yīng)他們的組織、經(jīng)驗(yàn)和文化，以便伙伴關(guān)系良好運(yùn)行。在這一點(diǎn)上，還需要許多其他的素質(zhì)。Building Huawei Capa