Huawei People Magazine Issue 222

Issue 222 August 10, 2010

Legend in Prague

Photo by Eric Wang Yanli

Huawei received the Lewa Trophy

for the “Highest Fundraiser Corporate

Category” for the second time during

this year’s Safaricom Marathon

fundraising which took place recently

at the Lewa Conservancy. In addition,

Huawei produced the overall winner

for the 21km marathon and an award

for 3rd position in the half marathon cor-

porate team category.

The Safaricom marathon is regarded

as the most challenging in the world.

During his address at the event,

Safaricom CEO Mr. Michael Joseph

said, “The Safaricom Marathon raises

money for many charities to support

education, health, community develop-

Kenya: Huawei Receives Lewa Trophy for the HighestCorporate Fundraiser in the Safaricom Marathon 2010

ment and wildlife conservation.

Safaricom will continue its commitment

to support this initiative.”

“I would like to recognize Huawei for

their tremendous efforts in fundraising

for the 11th edition of the Safaricom

Marathon, which amounted to a gener-

ous contribution of USD 150,000. I hope

they can continue with this spirit in the

years to come.” Said Mr. Charlie

Mayhew, CEO of Tusk Trust.

“We are honoured to receive the

Lewa trophy for the second time in a

row. We also comment our partners,

Safaricom and the Tusk Trust for their

commitment in such a life changing

initiative. The Safaricom Marathon is a

true testimony of what Huawei stands

for in corporate social responsibility.”

Commended Mr. Herman He, CEO of

Huawei Kenya, “In the future, Huawei

will continue supporting the local com-

munities in this country by focusing on

technology, education, environment,

and health.”

This year’s event hosted 1,000 run-

ners from 20 different countries. The

Safaricom Marathon is regarded as one

of the toughest marathons in the world.

However, runners of all abilities take

part, from fun runners, walkers and

amateurs, to professionals.

HUAWEI PEOPLE 37

6. We celebrate our success with local people.

4. But we never give up: we rebuild the road and work hard to achieve the schedule.

5. When the sun rise again, we have a beautiful site.

Issue 222

August 10, 2010

CONTENTS

THE APPROACH2 Timely, Accurate, High Quality, and Low Cost Delivery Calls for

Professional Process-compliant CFOs

NEWS & EVENTS6 Huawei News

STORIES OF HUAWEI PEOPLE10 COVER STORY Legend in Prague

12 IN PURSUIT OF EXCELLENCE Future Depends on What You Are

Doing Now

14 GROW WITH HUAWEI I Am Part of Huawei

16 FACE TO FACE Working in Huawei – An Exciting Experience

HUAWEI WORLDWIDE19 INDIA Annual Meeting of NRO / CSO of Huawei India

20 WIN-WIN Huawei Sheds Light on Mobile Backhaul Technology in

Second Mobile Backhaul Asia 2010 Workshop

22 AROUND THE GLOBE All For Africa’s Success

25 SAUDI ARABIA Presentation Match 2010 Awarding Ceremony

26 SITE FILE Working in Oruro

27 PHOTO STORY Working a Happy Life

HUAWEI COMMUNITY

28 LIFE Small Acts of Graciousness Make A Culture So Rich!

30 TEAM BUILDING Cambodia Huawei Sports Day

31 INBOX

32 LEARNING CHINESE

32 POEM

34 VOICE Death by PowerPoint and its Cures

PHOTO GALLERY

36 Happiness and Success in Tarija, Bolivia

Cover: Huawei Czech

Wireless Team

Available ln-house Free of ChargeThe information contained in this document is for

reference only, and is subject to change orwithdrawal according to specific customer

requirements and conditions.

Copyright 2010 Huawei Technologies Co., Ltd.All rights reserved.

Reproduction in whole or in part without writtenpermission is prohibited.

Editor-in-ChiefPeter Tong ([email protected])

Managing EditorWang Xingyuan ([email protected])

Executive EditorSophie Deng ([email protected])

Norman Shu ([email protected])

Huawei Technologies

Huawei Industrial Base,

Bantian, Longgang,

Shenzhen 518129, P.R.C.

Tel: +86 (755) 28562703

+86 (755) 28563156

Fax: +86 (755) 28562706

Email: [email protected]

Contributions and FeedbackAn informative and inspiring Huawei People magazine need your continual contributions and feedback. Please feel free to submit your

department's news & events, achievements of your BU, stories of your team and your co-workers, photos, prose and poetry, and your

comments, to the editors at [email protected]. If your contribution includes excerpt from other sources, please indicate.

The deadline for submissions is the 5th of the month for publication.

2 HUAWEI PEOPLE

I. It is time for Huawei tobuild a CFO managementmechanism

To effectively deploy any manage-

ment mechanism, we must make ad-

equate preparations, and everyone in

the company must understand the

necessity for such a system. Mis-

aligned efforts will only result in

greater resistance and a huge waste

of company resources. To give you

an example, Key Performance Indica-

tor (KPI) management was once

strongly pushed within the company.

I put a stop to it as I believed it would

cause a severe obstruction, where

partial excellence is achieved at the

cost of a calamity to the organization

as a whole, in that people would fo-

cus on the immediate benefits to

themselves, rather than have an end-

to-end perspective of the trans-

formation. Rolling out changes with-

out aligning the understanding of

processes and systems can only drag

the company down. Now that the

company’s management system is

heading toward process-based and

professional operations, it is time to

start building a CFO management

system. We expect the CFOs, once

they are on board, to help cut down

on waste and costs in the company

while maintaining business growth,

and to guard against partial optimiza-

Timely, Accurate, High Quality,and Low Cost Delivery Calls forProfessional Process-compliant CFOs–Comments by CEO Mr. Ren Zhengfei to the Re-serve Pool CFO Class(October 26, 2009)

2 HUAWEI PEOPLE

HUAWEI PEOPLE 3

THE APPROACH

tion that disrupts the end-to-end

structure. We need to keep the bigger

picture in mind for whatever we do.

The Integrated Financial Services

(IFS) program should be deployed

soon to facilitate more solid manage-

ment practice, but CFOs also need to

balance business priorities. After all,

we have to keep our business going,

even without IFS. The world existed

long before the advent of electronic

technologies. In the ancient Chinese

banking system, which originated in

Shanxi Province and was called

Piaohao1 , a piece of paper issued with

some manually-created authorization

code in Shanxi’s Pingyao County

could be cashed in for its full amount

at the City of Tianjin hundreds of miles

away. We need to ask why and how

that was made possible. CFOs must

focus on working out creative solu-

tions instead of complaining about

limitations.

II. The most importantgoal for CFOs is to sup-port timely, accurate,high quality, and low costdelivery

In my opinion, the most important

goal for CFOs is to support timely,

accurate, high quality, and low cost

delivery. Customer-centricity is dia-

lectic and dictates that the just men-

tioned four requirements are satisfied

at the same time. CFOs need to ac-

quire an in-depth understanding of

these four requirements, while simul-

taneously possessing a sense of

mission, adhering to the processes

and norms of professionalism, and

effectively monitoring the segregation

of duties to reduce risks and cost and

achieve profitable growth of our

company.

The top priority for CFOs is to es-

tablish and implement financial pro-

cesses that effectively support the

operation of business processes. The

CFO candidates will be selected in

sub-regions and representative of-

fices to work with line managers in

day-to-day operations while concur-

rently driving IFS deployment and the

associated organizational restructur-

ing and process optimization. If these

requirements are performed well, the

follow-up workload and pressure will

be reduced. Both CFOs and CEOs

need to properly understand and mas-

ter the rules of running a company to

jointly promote the success of the

business through high qual i ty

growth. CFOs are in the same boat as

CEOs, with the same goals and over-

all direction. However, they differ in

their responsibilities. Without the

support of CFOs, CEOs can not im-

prove the business. CFOs are not sup-

posed to monitor CEOs; however,

CFOs need to establish and implement

proper financial processes in a pro-

cess-compliant and professional man-

ner to support the effective operation

of business processes and achieve

effective growth; i.e. reasonable

profits, positive net cash flow, and

efficiency improvement. CFO manage-

ment is about delivery business re-

sults while adhering to principles.

Financial operations must be pro-

cess-based and professional, other-

wise the company will incur high

costs. CFO is a universal term known

internationally and we do not have a

Huawei-specific interpretation of it.

CFOs in Huawei have the same job

responsibilities as those defined in

the industry. Western financial man-

agement is successful, and therefore

deserves our study; however, most

of these companies are public, which

tend to attach major importance to

short-term benefits rather than long-

term benefits. Huawei pays more at-

tention to long-term, strategic inter-

ests than short-term ones, and this is

the major difference between our

c o m p a n y a n d w e s t e r n p u b l i c

companies. We need to standardize

many aspects of our business through

processes and professionalism to re-

duce the management and operational

costs of the company. The Human

Resource Staff Team (HRST) needs

to regularly review the weight of each

position, because a position that is

important today may not remain im-

portant in the future. With the com-

pany becoming more professional and

standardized, we will no longer need

to place high-ranking employees in

certain positions. In this way, we can

reduce the overall cost.

The level of managerial account-

ing is a key indicator of management

improvement. How do we know our

progress without looking at the

1 Piaohao: An early Chinese banking institution was called Piaohao, and is also known as the Shanxi banks because they were ownedprimarily by natives of Shanxi.

HUAWEI PEOPLE 3

4 HUAWEI PEOPLE

numbers? First, we need to do the ac-

counting by project, then by account

department, and finally by product

line. Thanks to our management phi-

losophy of dedication, we are strongly

competitive in the telecom industry;

however, our current management ef-

ficiency is very low. The management

efficiency of the industry benchmark

is 1.8 to 2 times that of Huawei, so

Huawei still has much potential for

improvement. At the beginning of next

year, we will be adding nearly a thou-

sand employees to the sub-regions to

build a professional operation team.

At the same time, the back offices will

be downsized considerably.

The financial operations should

not hold back business growth, as fast

growth still remains our primary goal.

When opportunities arise, the Finance

Dept should assist in taking advan-

tage of them, and provide support for

timely, accurate, high quality, and low

cost delivery within a framework of

effective internal control. In 2007,

Huawei empowered sub-regions to do

their own planning and budgeting.

More importantly, the frontline direc-

tors will be also empowered to man-

age their expenses. The right of man-

aging the expenses equals that of al-

locating the resources. We are per-

forming an organizational restructur-

ing in representative offices, which we

expect to be completed by the end of

2010. Starting next year, we will re-

structure the sub-regions. During the

restructuring, field directors will be

further empowered. However, the

frontline directors may not be able to

use the delegated rights accurately

and effectively, and may not take the

proper approach, so enhanced inter-

nal control will be required. Depart-

ments such as the Finance and the

Audit departments will be required to

constantly perform spot checks at key

control points during the process and

establish controls to ensure that man-

agers at all levels exercise the del-

egated rights in the most effective

way. For example, after the planning

has been authorized, the planning is

controlled by the frontline managers.

Some representative offices should be

able to produce a sales volume of 3.6

billion, but, they include only 3 bil-

lion in the plan to leave room for the

following year. Then they work ex-

actly according to the plan. I men-

tioned in a Middle East and Northern

Africa Region meeting that the

completion rate could be removed

from the KPI reports, because this

indicator is not reasonable. In the face

of our company’s rapid development,

we must stick to processes and the

norms of professionalism, and in-

crease supervision of empowerment.

Without this monitoring, we may have

to face some chaotic situations, which

may in turn call for more control. Ex-

cessive control of authority results

in inflexibility, which in turn calls for

empowerment again. If this process

is repeated several times, our com-

pany will collapse.

III. Practice, notappointment, makesqualified CFOs

The development of western com-

panies is resource-driven, whereas

our development is more opportunity-

driven. CFOs become qualified only

through practical experience based on

the actual local situations and not by

simply being given a designation by

the company. First, more support and

opportunities are available to you

nowadays, contrary to the times of

Piaohao. Second, the environment

you are in is quite different from that

in the early phase of the company.

However, we believe that CFOs can

only grow through practice. If you

think one can be a qualified CFO by

merely describing a CFO’s responsi-

bilities clearly, your thinking is simi-

lar to that of the imperial examination

system2 , which attached excessive

importance to theories rather than

practice. How can qualified officials

be selected through the imperial ex-

amination system? However, Huawei

managers must be able to describe

their successes in each phase for col-

lective evaluation. Practice, not

appointment, makes qualified CFOs.

If you do not cultivate the land, crops

cannot grow by themselves. Similarly,

if you do not do your job, proper man-

agement systems of Huawei will not

create themselves. In the past two to

three years, Huawei has experienced

significant changes, from being at a

2 Imperial examination system: The imperial examinations in Imperial China determined who would be permitted to enter the state’sbureaucracy. The Imperial Examination System in China lasted 1300 years, from its founding during the Sui Dynasty in 605 to its abolitionnear the end of the Qing Dynasty in 1905.

4 HUAWEI PEOPLE

HUAWEI PEOPLE 5

very inexperienced stage to where it

is now. To use a metaphor, we have

been given an international walking

stick. Yet, it is not as tall as a standard

walking stick. If you rely on it

completely, you will only walk like a

cripple. If, however, you want to walk

easily, you need to fulfill your job re-

sponsibilities properly. Now we avoid

cramming in the CFO course. On the

contrary, we have borrowed the con-

cept of case studies from Harvard

University. Cases and problems that

have occurred in Huawei are dis-

cussed and debated repeatedly. A

large amount of information is referred

to, which allows people to take the

initiative to discover proactive

solutions. However, your mere par-

ticipation in the discussion today does

not mean that you will be acknowl-

edged tomorrow, because the results

of your discussion need to be tested

in the specific position you are in. It

is impossible for us to teach you how

to be a qualified CFO. Instead, you

need to figure it out through hands-

on experience.

IV. Managers shall bededicated, have teamspirit, and continuouslyimprove their profession-alism and organizationalefficiency

The success of Huawei today is

no t a s to ry o f one ded ica t ed

individual, but a story of selfless lead-

ership and many teams with an un-

yielding spirit. We will not compro-

mise on dedication. Those who are

not dedicated or those who play it

safe will be removed. This action is

necessary for the long-term stability

of the company.

Managers of Huawei shall, in-

stead of seeking fame or wealth, ful-

fill their duties in a down-to-earth

manner and face the future with

peace of mind. Huawei has only one

key value proposition, which is serv-

ing customers. Do not attach too

much importance to your career path.

Or you will certainly not succeed at

Huawei. Follow the existing pro-

cesses although the work done may

not catch people’s attention. Do not

try to find something eye-catching

for the purpose of appraisal, be-

cause this could be detrimental to

mature processes. Performance,

contribution, and effective effort are

valued. Only those dedicated em-

ployees who constantly serve our

customers get opportunities. Al-

ways keep the following in mind.

First, remain dedicated. Second, bear

with it even if you feel wronged.

Third, adopt a balanced and flexible

approach. You need to thoroughly

understand these three points, es-

pecially those of you who have been

promoted rapidly. Do not take it for

granted that opportunities are al-

ways there.

It is an age of professional managers;

the age of business founders and he-

roes has passed. If we do not move

towards professionalism, we will fall

behind the times. In the transformation

process, not everyone is versatile.

People who understand business may

not know about finance, and vice versa.

If we let the people from both these

fields work together, things will be

THE APPROACH

better. Therefore, we need to promote

team spirit. Only with team spirit can we

embrace the future. Those who never

seek help are inefficient, and those who

seek only individual success are des-

tined to fail.

Huawei i s keen to improve

efficiency, as hard work alone is not

everything. We do not advocate work-

ing overtime. We insist that time

should not be wasted in doing things

that we should not do. In this way,

we can save the most. Less than 22%

of the functions that R&D develops

are used by our customers, and in the

communications industry less than

0.1% of telephone functions are used.

The most frequently used functions

concern making phone calls, which we

were not able to do well in the past.

R&D personnel are always attracted

to advanced technologies. The more

advanced the technologies, the more

R&D personnel like to engage in them.

The more they engage in advanced

technologies, the higher their position

and pay. This makes them pay little

attention to basic technologies. If we

can reduce the unnecessary work by

20%, we are not only reducing costs,

but eliminating the need for working

overtime.

CFOs need to start with these stated

objectives, correctly understand the

rules of enterprise operation, and

clearly define and fulfill the responsi-

bilities of CFOs. In this way, you will

effectively support timely, accurate,

high quality, and low cost delivery for

the company. These are the expecta-

tions and requirements for you from

the company.

HUAWEI PEOPLE 5

6 HUAWEI PEOPLE

Huawei News

Huawei received the “Messaging

Application: Consumer” award for

i t s Mobi le Newspaper Serv ice

(MNS) at the 2010 Global Messag-

ing award ceremony, hosted by

Informa Telecoms & Media and 160

Characters, a membership forum for

the messaging industry. Huawei’s

MNS application was recognized for

successfully creating a user-friendly

application that encourages con-

sumers to enjoy content anywhere

via messaging services.

The award was presented to the com-

pany with the best product or service

that has most highly stimulated consum-

ers to use mobile messaging. Huawei’s

Mobile Newspaper Service enables car-

riers to send news and information in

pictures, text, sound, and animation to

subscribers through mobile phones.

Working together with newspaper

publishers, carriers are able to send daily

news to subscribers using delivery chan-

nels including SMS (short message

service), MMS (multimedia message

service) and WAP. Huawei’s platform

is fully customizable and has a strong

reporting platform to provide operators

and publishers with up-to-date insights

on what is being consumed. Targeted

advertising, based on the users’ speci-

fied interests, is also available. With

over 100 million paid subscribers – a

rapidly growing number - this is prov-

ing to be a very popular and revenue

generating service.

Informa Recognizes Huawei with Consumer Messaging Application AwardHuawei’s Mobile Newspaper Service application enables content anywhere

Tang Fei, Director of RCS Product line, Huawei (middle), receives the award from MikeGrenville, 160 Characters (right).

In an Australian first, Telstra and

Huawei successfully demonstrated

Long Term Evolution (LTE) technol-

ogy operating on the 1800MHz

spectrum.

Globally, the 1800MHz spectrum is

used for 2G GSM services and is an

integral part of the world standards

for LTE technology. As operators

move to deploy LTE networks, it is

expected that this spectrum will

complement the 2600MHz spectrum

and the 700MHz band be made avail-

Australia: Telstra and Huawei Carry out Australia’s First LTE Demoat 1800MHz

able through the digital dividend.

Michael Rocca, Telstra chief op-

erations officer, said that exploring

LTE’s performance across a variety

of frequency bands is critical to cre-

ating deployment options that will

bring the best outcomes to operators

and customers.

Telstra and Huawei are trialling

LTE technology in Victoria to under-

stand the technology’s characteris-

tics and application in the evolution

of the Next G™ network.

The 1800MHz evaluation will in-

clude tests of throughput using

MIMO antenna configurations as

well as several industry-leading ad-

vanced features including Inter

Cell Interference Coordination to re-

duce radio network interference and

improve th roughput , and Se l f

Organising Networks where LTE

network technology automatically

optimises its performance, reduc-

ing operating costs while improv-

ing customer service.

HUAWEI PEOPLE 7

NEWS & EVENTS

Huawei launched the OSN8800

T16, a next-generation metropolitan

OTN system, at the 2010 WDM &

Next Generation Optical Networking

event in Monaco. This new transport

system accommodates bandwidth-

heavy services such as data, video,

and storage, and significantly re-

duces operator costs with easy

maintenance, energy-efficiency, and

space-saving features.

Poised to enable operators to

handle future bandwidth demands,

the OSN8800 T16 achieves 40G/100G

China: Huawei Launches New Metropolitan OTN to EnableOperators to Handle Future Bandwidth Demands

transport and offers full-service

cross-connection capabilities that

support ODUk wavelength and

packet cross-connections, offering

more flexibility and efficiency in wave-

length utilization. By utilizing OTN

cross-connections, which reach 640G

and can easily upgrade to 1.6T,

OSN8800 T16 provides easy mainte-

nance and fast service provisioning

similar to SDH. Additionally, the

OSN8800 T16 is designed with indus-

try-leading photonics integrated device

(PID) technology, achieving 120G ca-

pacity per card and dramatically reduc-

ing power consumption and space

requirements.

According to 2009Q4 Market

Share ON Global published by con-

sulting firm Ovum-RHK, Huawei

ranked number one in the WDM/OTN

market in 2009. Huawei remains com-

mitted to providing operators with

premium end-to-end transport solu-

tions in WDM/OTN, MSTP/PTN,

microwave, and submarine series

products.

On 28 and 29 June, 2010, Huawei

hosts its first Partner Seminar with a

pan-European focus. The seminar

brings together management teams

from Huawei and more than 30 leading

European partners from the company’s

broad and diverse ecosystem to dis-

cuss future prospects, industry trends,

and ways to bring high quality service

and value to operators in order to help

them succeed in Europe. The seminar

opens with speeches by Xiaohui Xu,

Chief Procurement Officer of Huawei

Europe, and Dr. Jens Baganz, State

Secretary of Northrhine-Westphalia,

which gives testament of Huawei’s

strong commitment to the European

telecommunications industry.

Huawei is committed to providing

innovative and customized solutions

to customers worldwide. During the

event themed “Share the Future”,

Huawei and its partners from all over

Europe including AFD from Benelux;

VINCI from France; b+w Electronic

“Share the Future”: Huawei Holds First Pan-European PartnerSeminar in Düsseldorf

Systems GmbH & Co.KG and

TEMPTON Industrial Solutions

GmbH from Germany; SIRTI S.p.a from

Italy; Telcabo - Telecomunicacoes e

Electricidade, Lda from Portugal;

Telent Technology Services Limited

and Magdalene Limited from UK; as

well as Andrew and LCC discusses

the challenges and future of a net-

worked world. These partners work

with Huawei on wireless and network

technologies as well as providing

managed services and consultancy.

Through these collaborations, Huawei

empowers operators to provide user

experiences that go beyond existing

services, like mobile broadband, home

networks, and ‘digital supermarkets’

and supports them in deploying new

network architectures such as con-

verged All-IP networks that will enable

the bandwidth intensive services of

the future.

8 HUAWEI PEOPLE

Fornebu, Oslo, Norway, 16th June

2010: In Telenor Expo located at

Telenor’s office, a celebration of the

successful del ivery on Telenor

DRACO Phase I is held by Telenor.

All the DRACO team members from

Huawei, including Anders (TNBU

Account Manager) and Shakil (TNBU

Core Product Manager) attend this

celebration.

At the celebration Telenor PM Ole

Rasmus Dahl presented flowers to Li

Wei, PM of Draco Project from Huawei

(see photo). “I wanted to express our

thanks to you and your team upon

the successful delivery of Telenor

DRACO Phase I. In the past couple of

months Huawei has listened to our

requirements, developed, delivered

and deployed the solution on time.”

“Thank you for the volunteered and

dedicated determination all function-

Telenor Norway: Cheaper and Safer Data Surfing Abroad

ality has been developed in record time

for data control section overseas.

Since Easter we put in more than 7000

work hours in addition to the deliver-

ies force from Huawei”, according to

Rasmus Dahl, project leader for the

Draco-project which has worked on

the data control section overseas.

The successful delivery of DRACO

I project helps Telenor Norway to

achieve Global Data Control function-

ality to make internet surfing cheaper

and safer outside the country. And at

the same time, Telenor introduces a

service that protects against high bills

for international data usage – Data

Control Global.

Huawei announced that its Home

Media Centre device won the “Residen-

tial Femtocell Access Point Design and

Technology Innovation Award” at the

2010 Femtocell World Summit in London.

The Femtocell Industry Awards are or-

ganized by the Femto Forum to recog-

nize outstanding contributions to the

industry during the past year.

Huawei’s Home Media Center is an

integrated product comprising a 3G

Femtocell chipset with a media process-

ing unit. With 3G Femto network

coverage, multiple household digital

appliances such as TVs, PCs, and mo-

bile phones can be connected through

a shared media centre. The Home Me-

dia Centre enables subscribers to

watch TV together via PC/TV or mo-

UK: Huawei Wins Femtocell Design and Technology InnovationAward at 2010 Femtocell World Summit

bile phones, and offers multimedia ser-

vices such as home monitoring, com-

munity entertainment, and remote con-

trol of devices and in-home surveillance.

Huawei’s portable Home Media

Center, which is designed for easy

installation and plug-and-play, also

serves as an access point for 3G mo-

bile network. The output power is

20mW and can support up to 4 people

simultaneously using high speed

applications.

In addition to offering indoor ac-

cess points for enhanced mobile voice

and data services, the Home Media

Centre also adds value to operators

and subscribers via lower service

costs and fixed-mobile convergence

capability and profitability.

Huawei’s Femtocell solutions have

previously won awards in design, ser-

vice and technical innovation. In 2009,

Huawei’s Femtocell won Germany’s

prestigious iF Design Award, the Red

Dot Design Award, and the “Indoor

Residential Services Innovation

Award” for Singapore’s StarHub

Femtocell project at the 2009 Global

Telecoms Business Innovat ion

Awards.

As of 2010 Q1, Huawei has de-

ployed 40 Femtocell networks, 10 of

which are commercial contracts, with

leading telecom operators including

Vodafone Greene, Telefónica Spain,

TMO Germany, SingTel Singapore,

Optimus Portugal and China Unicom.

HUAWEI PEOPLE 9

NEWS & EVENTS

Huawei and BITE Group, a lead-

ing operator in Baltic countries, to-

day jointly announced that the two

companies have reached an agree-

ment that Huawei will provide its in-

dustry-leading SingleRAN@Broad

solution and 4G-ready technologies

for BITE to modernize BITE’s entire

mobile network in Latvia.

According to the contract inked

in Shanghai, Huawei will deploy a

BITE to Modernize Entire Mobile Network with Huawei’sSingleRAN@Broad Solution in Latvia

Huawei entered into an agreement

with four local universities, namely

Multimedia University (MMU), Uni-

versity of Malaya (UM), Universiti

Teknologi Malaysia (UTM) and

Universiti Teknologi Mara (UiTM) to

develop human capital talents in

Malaysia. The partnership will also

see Multimedia Development Corpo-

ration (MDeC) through its MSC Ma-

laysia K-Workers Development Initia-

tives (KDI) providing industry-rel-

evant skills to enhance employability

and marketability of the graduates.

Under the agreement, Huawei will

initiate the MSC Malaysia-Huawei

Scholastic Award with qualified

Telecom and ICT undergraduates in

the four universities through a com-

bination of cash awards, local certifi-

cation training under the MSC Ma-

laysia Job Camp and educational vis-

its to Huawei facilities in China. The

signing of the MoU between Huawei

and the four universities was wit-

nessed by Minister of Higher Educa-

Malaysia: Huawei Signs MoU with Four Local Universities to DevelopHuman Capital Talents

tion Datuk Seri Mohamed Khaled

Nordin and YBhg Datuk Badlisham

Ghazali, Chief Executive Officer of

MDeC.

About 88 undergraduates in Tele-

communication Engineering and

Information, Communication and

Technology (ICT) fields in MMU,

UM, UTM and UiTM were chosen to

take part in the initial programme, un-

dergoing a month-long classroom and

practical training job camp to familiar-

ize all aspect of telecommunication

field. Upon successful completion of

the job camp training, a selected

group would take part in an educa-

tional visit to Huawei facilities in

China.

Huawei Malaysia Managing Direc-

tor Mr. Dai Jingyue said the initiative

was part of an on-going “Telecom

Seed for the Future” Programme by

Huawei, which offers additional op-

portunities for students in Asia,

Africa, the Middle East and Latin

America to learn more about the

telecom industry.

nationwide 2G/3G/4G mobile network

for BITE, including core network and

radio access network equipment as

well as SingleRAN@Broad solution.

The SingleRAN@Broad is a new so-

lution unveiled by Huawei in 2010,

which has been developed to break

down the walls between different stan-

dards and technologies (2G/3G/4G),

opening the way to a rewarding broad-

band future. The first phase of the

project will be completed at the end of

2010. By deploying the latest tech-

nologies from Huawei, BITE will not

only have a better network coverage

in the entire country, but also envi-

ronment friendly infrastructure saving

at least 30% of the power consump-

t ion and much more e f f ic ien t

operation.

10 HUAWEI PEOPLE

Cover Story

Czech T-Mobile project was

a 2G network migration of

a sub-network of Deutsche

Telekom. The customer was exception-

a l ly hard regard ing technica l

requirements. There was a saying in the

project team, “T-Mobile is all about

technology.” The project contained

4500 base stations and covered 36000

carrier frequencies, which was sched-

uled to start from Oct 2008 and com-

plete all its delivery work in mid 2010.

Huawei and its partners create the leg-

end in Prague.

Cutover in 9 minutesAccording to customer’s require-

ments, the down time for hot migra-

tion was 15 minutes only, and Huawei

had to pay 250 euros for each minute

delayed. The first cutover was in Oc-

tober in Pilsner, the second largest

city in Czech Republic. It was already

dark and the streets were covered with

snow when Wu Guan, Michal and

partner’s engineers set off to the

equipment room located near a wild

bush in the suburb of Pilsner. They

lost the trace of road and began to

worry. Just then, a doe roamed

carefreely past them, but they did not

want to scare her, so they waited till

she went away before driving on the

road again. After about an hour find-

ing the right path, they finally made it

to the equipment, and started to work:

switching over optical cables and

feeders, connecting cables, loading

boards, testing the new network. Ev-

ery step of the operation was care-

fully planned and done, with theirduration estimated and details re-corded by a dedicated person. Thefirst cutover succeeded in 9 minutes.

“You’re really fast,” the customer’sengineers and its project managermarveled.

Helping partners is to helpourselves

An ancient Chinese saying says“the performance of a minute on stagerequires 10 years of practice”. The de-livery team, though had not preparedfor 10 years, did make thoroughpreparations.

As the customer had very hightechnical requirements, skillful en-gineers were urgently needed. Butthis could be a problem for the de-

Legendin Prague

A creative photo made by MichalBy Tracy Chen

HUAWEI PEOPLE 11

STORIES OF HUAWEI PEOPLE

l ivery team because human re-

sources were badly needed here.

Even if all members of the project

team went to the field to carry out

software configuration, it would be

impossible for them to complete the

work for 50 to 80 sites a week, and 2

cluster cutovers a week in peak

days. So, the only way out was to

train partners’ engineers.

Before the first site cutover was

carried out, Michal and Josef had

completed multiple trainings for the

partners. The team required that all

software commissioning engineers

from partners must undergo a 10-day

training and then a one-month

practice. The customer agreed to pro-

vide the equipment room for the train-

ing on the ground that Huawei com-

pleted the cutover within the prom-

ised deadline.

Josef was the team leader for the

BTS part. In the early practice, he fa-

miliarized himself with every cable

connection, every port, found out the

most efficient work flow, photo-

graphed every step, and even sum-

marized if any step could be further

optimized and whether any steps like

cable connections could be done

prior to the cutover. After repeating

and optimizing the workflow, Josef

wrote a hardware installation guide

for dummies and gave it to the

ers quickly familiarized themselveswith hardware and network basics,a n d b e g a n t r a i n i n g p a r t n e r s ’engineers.

Michal was best at summarizing tech-nical knowledge, and would always findsomething to improve upon duringcutovers. R&D people gave him a nick-name “troublemaker”. After he wrote aGSS commissioning guide and dataconfiguration guide, which were usedas a training course for new employeesand partners’ engineers, the nicknamechanged to “troubleshooter”. Whenasked about how it felt working in theproject team, Michal said “it feels like ina roller coaster”.

As the team leader for the localstaff, Michal set up a very goodexample, and all his team memberswere very proactive and responsivein their work. Hagen remembered oncetwo Chinese engineers installed a newsoftware version on the equipmentdue to customer pressure without no-tifying Lubos who was responsiblefor this part, and Lubos criticized themfor their negligence in a mail eventhough no accident occurred.

Now the delivery team begins tosupport not only this project, but thebidding, cutovers, and even trainingof local staff and partners’ engineersin Norway, Iceland, Hungary andDenmark.

Michal is a photography fan. Oneday after work in February 2010, heand some colleagues used Huaweiequipment as background and shot aseries of creative photos. One of themwas photoshopped where team mem-bers wore tight clothing, carriedequipment on shoulders and trod inan Avatar-style jungle. Another hadthree team members making the “firstcall” on the moon with an old-fash-ioned telephone. “They’ve pro-gressed through the delivery of theT-Mobile project,” team leader Hagen,Yang Yonggen said.

(Translated by Roger Xie)

partners. The guide enabled partners

to finish the hardware installation

within the required time. Later, the

guide was even used as an example

for the whole region and some offices

even invited Josef to train their

partners.

After working with the partners’

engineers for a while, Josef’s guide

was given to them. The partners even

recorded the entire cutover process

into videos, bought some equipment

from Huawei, set up their own lab,

and carried out trainings for their new

employees. Team leader Hagen, Yang

Yonggen smiled when

he talked about this,

“our trainings were in-

tended for Huawei

people, but eventually

helped our partners”.

Relying on thelocal staff

Over the past year,

the project team had

been doing cutovers

and acceptance at the

same time, and the

progress of AR collec-

tion was good. Ac-

cording to Yang’s words, “T-Mobile

project did not cause our management

much trouble. Our local staff did a

great job.”

Michal was the first local staff that

joined the project team. He joined

Huawei soon after college graduation.

During his first month in Huawei, he

used his spare time learning GSM

technology. Later, he was sent to Ger-

many for a two-week training, where

he had a close contact with the equip-

ment and witnessed the first cutover.

After he returned to the office, his

boss asked him to train two new local

employees. The two-month-old

Huawei engineer thus became a

mentor. The training in Germany

proved effective, for soon after

Michal’s guidance, the two newcom-

Configuring equipment on site in chilly winter

12 HUAWEI PEOPLE

My name is William Kaijage.

I have been working with

Huawei since March, 2007

as an Account Manager. Currently I am

bearing the title of Deputy Director for

Zain Account in Tanzania.

Huawei and IBeing an Account Manager is the

most challenging job because your KPIs

for sales, payment collection and cus-

tomer relationship are so huge. The

company’s expectation on you is so

high.

Over the period of 2.5 years that I

have worked with Huawei so far, I am

the only Account Manager who has

dealt with more accounts than any other

account manager (Chinese or local).

At different times, I have been deal-

ing with TIGO, Vodacom, Governments,

Zain and to a lesser extents Zantel. This

has made me to be acquainted with a lot

of people in the telecom industry.

Currently, I am the only local Account

Manager who has been directly re-

cruited by the Tanzania representative

office.

One of my biggest achievements in

Huawei is that, as a team member of the

team of Tanzania Zain Sales Account,

due to our splendid effort, we were able

to win the bid of swapping the GSM

equipment. We also won the bid of es-

tablishing 3G network as well as expan-

Future Depends on WhatYou Are Doing NowBy William Kaijage

In Pursuit of Excellence

William Kaijage poses for picture with his lovely wife Mkami during their wedding day

HUAWEI PEOPLE 13


sion of new sites for the GSM network.

This is the first swapping of Zain

GSM network to have happened in

Africa. This paves the way for the

same achievements in other countries.

Zain Tanzania is the number one

operator in Tanzania in terms of rev-

enue and coverage and the Tanzania

representative office attaches huge

importance to it as a big and potential

telecom operator not only in Tanzania

but around the globe.

Any daunting task is not without

challenges. But challenges have built

me to what I am today.

I always feel like the first challenge

is to have colleagues around, who are

so devoted and committed to work

than the average level I used to see in

other companies that I worked with.

This has forced me to work extra

hours even if it will mean meeting with

customers during the late nights or

coming to the office during the week-

ends to finish up some pending tasks.

The people of Congo DRC say

“Bokeseni Ezali” which literally means

that there must be a difference in what-

ever that you are doing. My zeal to

make a difference has transformed me

to be deadline and target-oriented, to

be able to work under pressure, to

work independently and in a teamwork

spirit under minimum supervision and

to be more aggressive.

The working environment and the

aggressive nature have helped me to

sharpen my competitive advantage

by learning a lot of skills like com-

petitor analysis, risk analysis, project

management, financial issues and

customer relationship management.

Personal LifeI got married to a lovely wife called

Mkami in December, 2008. We have

been blessed to have a cute baby girl

called Yollanda. Yolanda is a Greek

name which means “Violet Flower,

modest”. I feel so blessed that our

marriage took place when I was work-

ing with Huawei.

I feel like, I am one of the very few

people in the world who have been

blessed to live for a significant num-

ber of years in the Eastern culture

(China for this matter) and in the West-

ern culture (German for this case). The

combination of the two is a magnifi-

cent cultural blend that crosses all

those barriers.

They say “All

work and no play

make Jack a dull

boy” . This i s an

Egyptian proverb

(da ted 2000 BC)

which means that

without time off from

work, a person be-

comes bored and

less efficient.

During my free

time, I like to watch

boxing especially

Mohammad Al ly

(Cassius Clay), George Foreman, Os-

car De La Hoya, Floyd Mayweather

and the likes. In addition, I am fond of

following up the Congolese Music

(especially the 4th generation), Rock

Music (especially Jimmy Hendrix).

During the weekend I like to stay by

the beach side with my family and

friends after attending a morning

mass in the Church. During vacations,

I like to retreat in the areas endowed

with beautiful nature. I am also fond

of following up topics of international

politics, history and economy.

I like to learn new languages. Cur-

rently I can speak fluent English,

Swahili, Chinese and a bit German

language. I know some few phrases

of French and Lingala (Congolese

language).

I believe that my sense of humour

and my intercultural experience have

played pivotal role in helping me han-

dling different circumstances which I

am running into at working place or

in my personal life.

Appreciation The German proverb goes as

“Alles Gute kommt von oben” (All

good comes from above). I would like

first to give thanks and praises to al-

mighty God for the talents that he has

gifted me.

Secondly, I am grateful to my wife

Mkami and my daughter for making

me a responsible man.

I would like to express my gratitude

to my paren ts for the carefu l

upbringing.

My special thanks go to Mr. Evan

Chou, the CEO of Huawei Tanzania

and my supervisor Steve Zhangbo for

the support and guidance which they

have been furnishing to me and for

the faith that they have put on me.

I would like to say “xiexie” (thank

you) to all my fellow colleagues, for

the teamwork that they have cher-

ished and for the knowledge that they

have not hesitated to share with me.

Everybody has got a considerable

contribution toward any of good deed

in my career path.

I would like to finish up by quoting

a Chinese saying which goes as “Athousand-mile journey starts with onestep”. I believe that your future does

not depend on what you will be doing

in the future but rather on what you

are doing right now.

William (right) with colleagues

14 HUAWEI PEOPLE

Grow with Huawei

It was in 2006,

when I had the

final determi-

nation to join Huawei.

I really wanted to be a

part of that company.

I had heard that it

would be entering the

Venezuela telecom-

munication market in

an aggressive way.

“This company is re-

solved to becoming

an important telecom

supplier in our market”, I thought while listening a Huawei

salesman spoke about Huawei’s products and services in

2003, when they tried to sale an MSC to the company I used

to work with. In its early days, Huawei had not got an office

in Venezuela yet.

That speech definitively engaged me from that year.Such an aggressive thinking of “customer first”, “dowhat customer want”, and “tell me what you need andyou will get it” made me dream of the day I would workfor that company.

Several years passed since I had my first experience

with Huawei. That salesman became the Huawei’s Ven-

ezuela CEO, and the company became the first NGN pro-

vider and the largest telecom operator in Venezuela. I had

sent many resumes to Huawei’s mailbox when I saw a

Huawei’s job opening, even if that position was not 100%

I Am Part of HuaweiBy Daniel Pedroza

suitable for me. Finally, the opportunity arrived in 2006,

when a perfect match appeared in a Job opening

advertisement, and I was accepted after having some

interviews.

That year I had very great experience in managing

projects in several fields, including Network services,

Telecommunications, e-business, IT, f inancing,

manufacturing, distribution, and utility services. And that

experience was complemented with my formal knowledge

in computer science, project management and Business

administration (MBA).

I joined HUAWEI as Project manager for Neurona phase

I project in September, 2006. It was one of the most impor-

tant projects for the company that year and the following.

I accepted the challenge and soon I learned Huawei’s

approach and philosophy. Soon, I realized that the com-pany was experiencing a very fast growth and that theorganization was very young and flexible, while the prod-ucts we implemented were very strong and high quality.

As more than 14 projects were being delivered, I have

been an eyewitness and actor of Huawei’s core values,

and I have been convinced once and again of Huawei’s

determination to be the leader in all technologies it sells.

This is why I like more and more to be part of this success.

Among the local colleagues, it is said that Huawei is a

great university because you can learn a lot of knowledge.

Also it is said that one month in Huawei is like four months

in other companies.

I was moved to lead projects for several operators in

Venezuela. While working with Movistar, some of the

HUAWEI PEOPLE 15


implementation projects had previously been stopped by

customer. My job was focused in helping the customer to

unfreeze the implementation flow and create an implemen-

tation committee, getting all customer parties involved. In

this way, the projects were moving forward, with the proper

monitoring by customer and Huawei. GSM-CDMA

Crossconnection and DWDM projects were thus success-

fully accomplished with a congratulation letter from cus-

tomer transmission manager.

In the second quarter of 2008, I was named Bidding

project manager, with the responsibility to manage all

projects during the bidding stage and until contract is

signed. I assumed this new challenge and participated

very closely with the bidding process with the team. I had

the opportunity to participate in more that 170 bidding

processes and also share the happiness of every win and

handover these projects to the delivery project manage-

ment team. All these projects were related to top tech-nologies with challenging conditions, I focused on al-ways meeting deadlines and producing winning propos-als to achieve customer satisfaction, and procure newbusiness for Huawei.

In this position I worked in a very close cooperation

with sales and services delivery teams to increase pro-

posals quality, performed risk assessments that led to a

proper product and services costing, negotiated and

agreed responsibility matrixes, etc, and participated in all

the bidding stages, including requirements & feasibility

analysis, CMT risk assessments, scope management,

project planning, implementation scheduling, PM proposal

building, responsibility matrix agreement, Delivery project

organization design proposal, assumption and constraints

documentation, and contract review.

Later, Huawei gave me a new challenge. This time I was

appointed to be a Service Bidding and Solution Manager.

In this position, my responsibility has been to ensure all

service proposals are delivered in time and within defined

quality standards, after a service bidding request has been

received. I feel very happy to see a 100% deadline compli-

ance and zero quality claim in one year, together with my

team of 3 bidding specialists, 1 bidding project manager

and my Chinese pair colleague.

My team is very important to me. It is the reason ofour success. Every one of them is a key player, and we allshare the responsibility of reaching all department goals.

In this period, I have given greater importance on his-

torical recording, in order to produce a higher quality

costing, while ensuring quotation consistency and

integrity. I have been focused on registering and monitor-

ing all bidding requests, distributing it to the assigned

bidding specialist, supporting him or her in the quotation

production and the timeliness of our deliveries.

This job has a plenty of good achievements to share,

each time we deliver a proposal or quotation, we are sure

we have maximized our winning possibilities. I have par-

ticipated in bidding strategy definition and implementation,

together with account managers, service delivery manag-

ers and directors of sales and services. I have implemented

that aggressive approach to enter or defend a market, pro-

viding suitable solutions to customer needs and obtain-

ing customer respect and market leadership that engaged

me from Huawei some years ago.

My roles I have played in Huawei are: Customer

oriented, team trusting, challenge driven, and self moti-

vated goals achiever, team helper, solutions creator, qual-

ity inspector, project manager, team member, and team

manager. Having successfully delivered more than 500

bidding requests in this period, I am sure new challenges

will arrive, and that we will work very hard to achieve the

new goals set.

In some ways I think Huawei is very similar to me. Such

features that I found from Huawei some years ago, have

become part of my philosophy these years. Or may I say

that I am part of Huawei?

Daniel and his sweet family

16 HUAWEI PEOPLE

Face to Face

Working in Huawei – AnExciting Experience

M r . K a r e S G u s t a d i sVicePres iden t a t HuaweiTelenor Business Unit based inOslo, Norway. He has beenworking in Telenor for more 35years before joining Huawei inearly 2010. Mr. Gustad heldseveral management positionsin Telenor and played a key rolein establishing Telenor’s mobilebusiness from the start of thefirst generation automatic sys-tem in 1981 – The Nordic Mo-bile Telefon system (NMT). Hewas Telenor Mobile’s first CEOand is known as “Mr. Mobile”in Norway. In 2006 Mr. Gustadmoved over to the fast expand-ing international mobile busi-ness of Telenor where he hadseveral executive positions.F ina l l y , he was CEO o fPromonte in Montenegro forthree years and then a shortassignment in India beforeretiring. However, the energicMr. Gustad was very excitedwhen he after some months wasasked to joint Huawei. Herecomes the story…

HUAWEI PEOPLE 17


Why did you choose Huaweiwhen you had the opportunity to re-tire and enjoy life?

When I had the opportunity to re-

tired from Telenor the plan was that I

should spend much more time with

my family at our old fishing village at

Ringsoya island outside the West

Coast of Norway. It was closed down

in 1975 after more that hundred years

of active operations with traditional

“old style” fisheries. Keeping this

place in the family, maintaining all the

houses and develop the island to be

an attractive place for recreation – tell-

ing the story about the passed – has

been an important task in my life.

However, having been active in

telecom for so many years, I found it

extremely attractive and interesting to

join Huawei. I have followed this

young, innovative and fast expand-

ing company from the “side line” for

some years and I just had to grab this

chance to get on board. I met the first

Huawei representative coming to

Norway - Mr. Zhang Jie four years

ago. Already at that time I got a feel-

ing of a new type of telecom vendor

entering the arena with no legacy and

conservative thinking. Innovation

and strong focus on R&D in a good

mix with consumer centric philosophy

attracted me. At the same time I knew

very well from my international expe-

rience that a company like Huawei had

to get people on board with broad

experience from making business in

different cultures. I just felt that I

could contribute to the future suc-

cess of the company. In addition I

was also fascinated by the Chinese

success in general – a huge country

with a fascinating history and a lot

challenges and opportunities. A coun-

try that lately has managed to main-

tain growth in quite difficult times with

financial crisis in many economies

around the world. I was curious to

find out the reason for this.

From Telenor to Huawei, whatdifference and similarities do yousee?

A c t u a l l y , t h e r e a r e m a n y

similarities. Even though Telenor is

an extremely old company – estab-

lished more than 150 years ago, the

company has managed to transform

into a modern, fast moving telecom

player during the last 10-15 years. The

transformation from an old fashion

state bureaucracy to a modern

telecom company in the world’s top

division has of course been very

challenging. It has been very much

about forgetting most of the past and

concentrating on the future and un-

derstanding that the customers are

actually paying everyone’s salary. In

that respect Telenor and Huawei is

very similar. It is easy to proclaim that

being customer centric is important

but it takes actions at all levels in an

organization to live up to this. An-

other similarity is the focus on inter-

national expansion and growth. It is

obvious that our business is very

much about “economy of scale” and

reaching out to people. However, we

need to make our priorities and se-

cure profitability to have success. The

ownership structure is interesting

and different. While Huawei is owned

by its employees, Telenor is a stock

listed company with a lot of different

i n v e s t o r s – i n c l u d i n g m a n y

employees. However, the Norwegian

state owns close to 54% of Telenor.

This fact often creates questions from

people who are not well informed.

Some are a bit skeptical to state own-

ership in general.

The explanation is quite simple.

Personally, I used to explain this in a

simple way. Due to the huge oil in-

come of Norway, the state has accu-

mulated one of the largest Pension

funds in the world. Most of this money

is invested in a large number of differ-

ent companies around the world. It is

obvious that the State should not sell

out of an attractive company as

Telenor. Furthermore, the state influ-

ence in the governance is quite “in-

dustrial” and I use to say that the

State as an owner basically demon-

strate its influence when it comes to

top executive’s salaries and bonuses

and the company’s responsibilities

when it comes to working environment

and conditions.

I believe that Telenor and Huawei

have many similar challenges. Both

are doing business in many different

cultures, which is a continuous chal-

lenge in cultural understanding and

communication. In particular, because

both companies have very clear and

strict business conduct principles

where business ethics is high on the

agenda. Furthermore, both companies

have to adapt to more demanding cus-

tomers and to customer segments that

are not able to spend much money on

telecom. This will result in a profit-

ability squeeze that will drive innova-

tion…

What is your impression of theyoung people working with you inHuawei?

First of all, I am impressed by the

high level of competence. However,

the communication can sometimes be

quite difficult. Since I do not know

Chinese, I have to use the English

language. Many Chinese colleagues

are quite good in understanding and

reading English but they are rather

difficult to understand when they talk.

18 HUAWEI PEOPLE18 HUAWEI PEOPLE

Misunderstandings can sometimes

be expensive. Sometimes it is best to

communicate by e-mail.

I also see a clear difference in the

daily life. Most of the Chinese people

here are expats and their families are

staying in China. In stead of running

around in Oslo spending money af-

ter normal working hours, people love

to work long hours with their PCs –

which is understandable.

The Chinese people are very po-

lite – like many people from Asia.

Sometimes this can be a problem if

people does not dear to ask for clari-

fications etc. That is not only an in-

ternal hurdle. It is even more impor-

tant in the communication with the

customers.

Personally, I find it very inspiring

to work with the young Huawei staff.

The mixture of good competence, ea-

gerness to move forward, some lack

of working experience but with will-

ingness to learn and ability to get

support form a large Huawei organi-

zation - fascinates me.

Understanding the Chinese way

of thinking takes time. When I un-

derstood that I would start working

for Huawei, I bought four books

about China and Chinese culture just

to be a bit prepared.

What challenge do you face inthe management of Huawei?

Huawei management style is a little

different from the Scandinavia style

which is more “democratic” and con-

sensus oriented or rather soft. Before

making a decision you have to consult

with your closest staff and secure good

understanding and anchoring in the

organization. This is good because

your staff will feel quite strong owner-

ship in a decision and clearer responsi-

bility for implementation. The top ex-

ecutives’ ability to inspire is also very

important. But sometimes it takes too

much time and if some people have dif-

ferent tactics it may be necessary to be

much firmer. My experience from work-

ing with companies in Eastern Europe

clearly demonstrate the need for being

firm and decisive without demonstra-

tion too much eagerness to consult with

others. Here the Scandinavia style will

not work well. My experience from

Huawei is somewhat between. The

“power” of the boss is quite strong. I

believe that Huawei like many other

companies should focus even more on

leadership in the whole organization.

And leadership is not management.

In building up a customer-centric

organization I believe that attitude

very often is more important than

skills. If you recruit people with

wrong attitude or mindset, it is very

hard to change this. However, you

can always train people for better

skills.

It is quite challenging to build up a

new organization in a country. Get-

ting good administrative routines and

procedures in place and get people to

follow these are classical problems

which has been solved in a pragmatic

way by Huawei in Norway.

What are the challenges we facein Europe?

Europe is one of the markets where

the traditional vendors have had a

strong grip. However, Huawei as a

newcomer has now demonstrated that

we can compete and deliver products

and services with best price/perfor-

mance in many European countries. It

is very interesting and for some

people a bit surprising that Huawei

has got such a strong position in Nor-

way and Sweden. The number one

priority for Huawei as I see it right now,

should be to secure that we now are

delivering according to customer’s

expectations. This demonstrates that

we are reliable and a vendor focusing

on long term customer relationship.

Some of the European markets are very

advanced and demanding. Our out-

standing strength is our innovation

and strong investment in R&D. If this

is balanced with the ability to deliver

at competitive price, I think that we

will be No.1 global vendor in a couple

of years.

(Contributor: Tracy Chen)

Kare workshard atRingsoya

HUAWEI PEOPLE 19

NRO of Huawei India organized

two days annual NRO & CSO meet-

ing at Manesar near Gurgaon on April

28th & 29th 2010. The conference was

attended by Mr. Devender Kumar,

Director NRO, Mr.Gongligang, Direc-

tor CSO in addition to Circle NRO

heads, SBD heads, Project Directors

and Senior Project Managers and key

members of CSO, CEG, SCM and Hu-

man Resource department. The resi-

dential programme was organized at

picturesque locale of Heritage Village,

Manesar.

The event started with the welcome

address and opening address of Mr.

Sarvdeep Garg and Michael VP, D&S,

followed by the addresses by Mr.

Devender Kumar, Director NRO / PMO

& Mr. Gogligang, Director CSO. These

speeches set the agenda & tone of

the meeting for the next two days.

The two days conference, packed

with 23 agenda points, was attended

by 76 participants from pan India. The

agenda points included business re-

views and discussions, presentations,

p r o c e s s k n o w l e d g e s h a r i n g ,

workshops, HR policies and interac-

tive sessions.

Business Discussion &Workshop

Business plan for the year 2010 and

action plan are discussed to meeting

the same. This was followed by work-

shops on “How to Run Project as

Business” & “Cost Optimization –

Must Do”. It was very encouraging

to see the whole hearted participation

of the participants to discuss the is-

sues and struggle and agree to

solutions. Outcome of the workshops

were very positive and action points

were drawn for implementation.

Huawei ProcessesDuring the two days programme all

the processes which are required for

successful project delivery covered

in detail. These include Engineering

Delivery Process & Internal Control,

KPI management, Service fulfillment

& Billing process, Contract manage-

ment process, SCM & CEG processes.

The interactive discussion during

these sessions made the occasion

livelier as the process owners from

SCM, CEG & CSO were also present

for immediate response.

Customer SatisfactionWorkshop

Two workshops on “Customer

Satisfaction Improvement” and

“Subcon Management” were orga-

nized on day two of the meeting. A

presentation was given on “Expecta-

tions from Cross BU PMO”. This

turned out to be a lively discussion

on the coverage of current activities

of PMO and expectation from its ex-

panded scope to support other BUs.

The topics of discussion in the

meeting were selected in such a man-

ner to enable the senior leadership of

NRO to get a complete picture of

business, focus areas, knowledge

sharing, and exchange of ideas, rais-

ing of issues on a collective forum

and spreading the outcome down the

line in the circles. The success of the

meeting could be judged from the fact

the meeting exceeded the closure time

line on both days by three hours.

The meeting was also filled with

fun and team building activities, role

play and night out activities. During

the free time in the nights, partici-

pants formed separate groups and

enjoyed in their own way in the beau-

tiful garden, green lawn and floodlit

walkways and around the swimming

pool. It was good to see people crack-ing jokes, enjoying songs, discuss-ing personal and family matters and ahost of other topics.

The two day meeting was con-cluded by Mr. Michael with note ofappreciation for successfully achiev-ing the 2009 business targets and ex-pressed his confidence in the team tosurpass the challenges ahead andrepeat the performance in 2010 also.Mr. Devender Kumar assured themanagement, on behalf of the teamfor continuous improvements and tomeeting annual target. He thanked theparticipants for attending and mak-ing the meeting so much successfuland gave best wishes to them andtheir families.

Annual Meeting of NRO /CSO of Huawei IndiaBy Satish Pandey

India

HUAWEI WORLDWIDE

20 HUAWEI PEOPLE

Huawei Sheds Light on Mobile BackhaulTechnology in Second Mobile BackhaulAsia 2010 Workshop

Win-win

Huawei Technologies South East Asia (SEA) high-lighted the importance of mobile backhaul developmentto improve end-user satisfaction in the 2nd Annual “Mo-bile Backhaul Asia 2010” conference at Centara GrandHotel, Thailand, on March 8th 2010. Over 150 represen-tatives from South East Asia’s top telecommunicationservice providers attended this event.

HUAWEI PEOPLE 21

For Mr. Michael Phillips, Techni-

cal Director, Sotelco Ltd, Cambodia,

the most enjoyable topic was synch-

ronization, which is one of the fields

his country is developing in. “Our

strategy is to have a top-quality net-

work covering all of Cambodia. To

do that, we need to deploy as many

sites as we can and we have to en-

sure that those sites operate at 100%

availability.”

HUAWEI WORLDWIDE

Mr. Michael Macdonald, Huawei

CTO SEA, said, “Today, most ac-

tivities on the end-user side revolve

around various applications, such

as VoIP, messaging and video-on-

demand. However, many of the most

popular applications are facing limi-

tations in terms of last-mile network

performance. Service providers now

face a challenge in satisfying rising

bandwidth demand for these appli-

cations – an issue directly linked to

the capabilities of existing backhaul

solutions. Mobile backhaul will be

one of the key technologies that will

enable operators in Asia to increase

the quality of their services.”

Mr. Noppadon Poungsri, Trans-

port & Data Network Planning &

Optimization Manager from Ad-

vanced Info Service Plc, Thailand,

believes that mobile backhaul is one

of the latest technological trends to

enter Thailand’s telecom industry.

“This technology can satisfy cus-

tomers’ demands while saving op-

erators’ CAPEX through efficient

b a n d w i d t h u t i l i z a t i o n ” , h e

remarked.

Mr. Phaibul Atsavapranee,

Engineering Expert from True

Corporation, Thailand, com-

pared the workshop to a knowl-

edge center that provided infor-

mation on technological trends

for fur ther appl ica t ion on

networks.

In addition, mobile backhaul is

certain to create good rela-

tionships between operators

and content providers since it allows

them to offer more value-added ser-

vices to end users.

The well-attended conference,

highlighting one of Huawei’s contri-

butions to the development of the

telecommunication industry in the

region, was a big success.

22 HUAWEI PEOPLE

Around the Globe

Deafening Vuvuzelas welcomed the open-

ing of football world cup 2010 in South Africa.

To this vast continent and its one billion

people, the football world cup is far more than

a sporting event. It is a chance to show to the

rest of the world positive images of a new

Africa.

To welcome the event local telecom op-

erators also geared up, because a smooth and

robust telecom network is not only funda-

mental for organizing the world cup event,

but also a key measure for the hundreds of

thousands of visitors to share the spectacle

with their friends back at home. In this great

event Huawei stands on the side of the

telecom operators and everything Huawei

does is for the success of its customers,

and success of Africa.

4 Months’ Preparation, 6 Re-hearsals

Huawei has been a mainstream equip-

ment supplier in South Africa. Apart from

the 2G/3G equipment for Vodacom and

MTN, Core Network, HLR and S&A for

Cell C, Huawei UA5000 for Telkom runs

in the media center outside the Soccer

City, transceiving texts and images for

thousands of journalists.

To support the operators in the world

cup Huawei initiated its special mecha-

nism for global key events in January

2010. A 4-level supporting system was

built up (on-site, war-room, country

office, HQ) to guarantee a safe and

smooth running of Huawei equipment in

the operators’ networks. In a period of

four months, simulations, contingency

plans, spare parts check, key point

reinforcement, risk evaluation, network

optimization, and a thorough health-check

of the entire network, Huawei and its cus-

tomers did not miss anything that should

All ForAfrica’sSuccess

Base station built by Huawei outside Soccer City

HUAWEI PEOPLE 23

HUAWEI WORLDWIDE

be done.

The six warm-up matches held at

end of May provided Huawei a final

but excellent chance to assess the

network performance. According to

Michael Wang, Huawei technical ex-

pert in the team, “Sufficient prepara-

tions not only trained our staff, but

also convinced us of the reliability of

our equipment and readiness of the

whole team, including the customers,

that we can do a good job for the

event. When the opening ceremony

comes, there is no anxiety among the

team members because we believe the

network situation is under control and

everyone knows what they are sup-

posed to do if something comes up.”

Nine Cities, Ten VenuesOutside the Soccer City Huawei

wireless base stations relay exciting

moments on the field to the whole

world. Nine cities, ten venues, 12 fan

parks, and 64 games, from the Atlan-

tic to the Magaliesberg, Huawei en-

gineers work from 9 in the morning till

12 in the evening, and all they had in

mind was to ensure smooth telecom-

munication services to the visitors,

the players, and everyone in and out

of the field.

One of the customer CTOs is a foot-

ball fan, he does not want to miss any

important games but meanwhile net-

work performance is another big con-

cern of him. Huawei service manager

Yana finds out a good way to make

the CTO comfortable: whenever the

CTO is in the stadium watching a

game, Yana would send short mes-

sages to report to him the network

KPIs. The customer was touched:

Huawei service is sweet.

It is more than providing service.

To some members in the support team

it is their first time to directly face cus-

tomers outside China. Apart from the

yellow jersey they wear, more detailed

requirements on personal behaviors

were in place, including no smoking

in customers’ office. Respecting local

culture and lifestyle is also important

for successful cooperation with the

customers.

100 Meters, 10000 Kilome-ters

A plate at Cape of Good Hope

reads: Beijing: 12000km.

When Huawei sets up the support

team, some lucky engineers in China

were selected to go to South Africa,

and other guys joked: How I envy

you! You can watch the world cup

games on site!

The fact is that most of the sup-

porting engineers do stay on site but

only with the equipment and long be-

fore every kickoff till the game is over,

although the site may be only 100

meters from the stadium. People work-

ing in some of the O&M centers are

really “lucky” because the customer

may have a TV in the room, but most

of the time their eyes must stay on the

computer screen and the network

KPIs. Of course they will have a glance

on the TV when there is a score or

when the commentator raises his

voice. The football game is so close

to them, yet so far away.Huawei engineers and customer in an O&M center

Huawei office is decorated for the World cup event

24 HUAWEI PEOPLE

neers are found supporting the

telecom networks for the football

world cup, the 2008 Beijing Olympic,

and Hajj; Ten years later people

around the world see a stronger

Huawei in its business management,

Huawei engineer Kenny said:

“when the customer CEO was watch-

ing behind me, I was so nervous. As

the traffic booms, I buried myself in

data analysis and when the CEO ac-

knowledged my observation he be-

came approachable.”

Apart from the first-line support-

ing force, the company set up a com-

plex supporting network back at home

in Shenzhen, Shanghai, and Xi’an. In

this network 10000 kilometer is not a

distance, because we are all together

for the same goal.

31 Days, 10 Years31 days are really short, but de-

but at the backstage of the football

world cup has actually cost Huawei

more than ten years of detour and

dedication.

In 2000 when Huawei engineers

spent almost nine months to deploy a

small ETS450 wireless access network

in the town of Naivasha, some 80 kilo-

meters north of Nairobi, Kenya, they

only had a dream that one day Huawei

would be a strong player in the world’s

telecom market. Ten years later,

Huawei engineers’ footprint is found

in Lagos, Cairo, London, Sydney, and

Tokyo; Ten years later Huawei engi-

Extending Reading:

Huawei provides products and services for four operators - Vodacom, MTN,

Cell C, and Telkom.

Huawei network covers 1 media center, 9 cities, 10 stadiums and 64 games

Huawei costs four months for the football world cup - three months for

preparation, and one month for on-site assurance.

Huawei sent 81 engineers to participate in the on-site assurance.

Huawei had 272 person/day in the remote assurance.

Huawei reserved 2607 pieces of spare parts for emergency.

Spare parts for emergency use are sent to the nine cities before the games started.

delivery capability, and market stance.

Ten years later Huawei employees

still inherit the core value of serving

customers and team work. We are like

a football team, roles may be different

but the target is the same.

On January 31 2010 the 14th Or-

dinary Summit of the African Union

(AU) opened in Addis Ababa, Ethio-

pia on the theme: “Information and

Communication Technologies in

Africa: Prospects and Challenges for

Development”. It indicates that in the

next ten years telecom industry and

investment will be a highlight in many

African countries, and telecommuni-

cation will further enrich African

people’s life.

Footballers never want to lose, and

to many Huawei staffs supporting

smooth telecom services during the

event is also a must-win battle. Only

those who never give up will have a

chance to win the Hercules Cup.

Cheers for theworld cup!

HUAWEI PEOPLE 25

HUAWEI WORLDWIDE

Presentation Match 2010Awarding Ceremony

Saudi Arabia HR Department had launched the Presenta-

tion Match 2010 Awarding Ceremony recently on June 9, 2010

held in Huawei Saudi office. This is to award the potential

presenters by rank according to their performance as well as

to celebrate the success of the said activity. The sole pur-

pose of the presentation match activity is to enhance the

presentation skills of the Account Managers and Product

Managers towards the development and success of Huawei

business. More than 30 staff actively joined the presentation

match which lasted from April 2010 to May 2010 held every

Wednesday. During this awarding event, the high manage-

ment congratulates all the presenters in general for the job

well done. The management representatives who attended were

Mr. Sheng Kai, the GM who gave the motivational and good

luck speech, Mr. Zhang Liman, Mobily KAD Director, and Mr. Chen Haiyong, HR Director, who led the awarding

ceremony and gave the awards.

After the awarding, Labeeb Al Shawaf, the “Best Presenter” expressed his gratitude to the management and

the whole group through his speech.

“The vital key of this experience is ‘Courage’ and deliver the message with ‘Power’ to persuade customers…

The management wishes you ‘Good Luck’ to your ‘Real Presentation’ towards the success of our business

goals…” – by Mr. Sheng Kai, Saudi GM

(Written by Mikhail Modina Arisola, photos by Joel M. Diego)

Saudi Arabia

During the presentation

Celebration for the successful presentation match

26 HUAWEI PEOPLE

Site File

I’m Erwin from Santa Cruz, Bolivia. I be-

gan to work in Huawei on December 7, 2009,

in the position of Quality Control Engineer.

The same day that I was hired, I was trans-

ferred to regional office in a Paz and a week

later I was assigned to the Oruro region,

where I am currently working.

The work in the Region Oruro has taught

me many things, professionally and personally.

Learning to live away from home and loved

ones and completely change routine. But all

the effort pays off, working for Huawei in a

project such as the TCT provides the mobile

phone service to very remote communities.

So far I have experienced unparalleled

experience, knowing different parts of my

country, enjoying much of its climate and

geography, working and sharing funny ac-

tivities with people of different nationalities,

Chinese, Colombian, Peruvian and also

people of my country, now we all are great

friends.

I could tell many stories. At one time work-

ing with a cooperative partner that came from

another region during the weekend tells me

that the work was very hard to make it a week-

end ... I smiled and said: we are very far from

our homes to get rest as we want, let us work

and finish according to the schedule... Joys

and sorrows, bad times, good times and big

achievements, are shared with people who

are working here, so the results, rely heavily

on teamwork and the leader that leads.

Working in OruroBy Erwin Richter Villazon

With Huawei, I had the opportunity to

learn about different fields, giving me a broad

view of technology in telecommunication.

Civil work, equipment installation, equipment

testing and others relate directly to the

customer, all these activities performed by

me in recent days, I would never imagine

(depending on the position I was hired). I

made my full potential so that the results are

optimal for the region and good for the

company.

In conclusion all the results obtained in

the region were for excellent teamwork,

coordination, readiness and commitment.

The activities in the region were difficult but

the goals and objectives are clear, with great

effort at the end of the day the results are

tangible.

After days’ hard work, the site is built up success-fully

HUAWEI PEOPLE 27

HUAWEI WORLDWIDE

Photo Story

Working a Happy Life

It’s my first time traveling to some European country

offices. While meeting with our staff, I was attracted by

some “little things”, seemingly ignorable, but so nice and

warm, making me feel another kind of inspiration in a big

family…

Hungary: When one of the staff resumed his work with a broken leg,the colleagues expressed good wishes to him in this way.

Hungary: In a teambuilding initiative every one contributes one stroketo compose pictures that indicate their dreams.

Slovakia: Staff birthday is not a personal secret but achance for everyone to feel the warmth of a bigfamily.

Czech: A mascot for the Chinese Year of Tiger adds some orientalfeatures to a local employee’s photo collection.

28 HUAWEI PEOPLE

In physics we say that the time is the distance traveled by velocity, while

moments are an indefinite short period of time. But in Huawei what I deem

is, time = moments.

My journey in Huawei (HTIPL) began in 2008. My first day at Huawei was one

Small Acts of GraciousnessMake A Culture So Rich!By Avinash C P Menon

Moments in Time…A Journey to cherish!!!

The saying goes as “All that really belongs to us is time; even he who has nothing else has that.”- Baltasar Gracian

Life

A Picture with Mr.Yan and my wife (Lekshmi A Menon Ph.D.)

HUAWEI PEOPLE 29

HUAWEI COMMUNITY

of mixed feelings. Having stepped out

of the comfort zone of my previous

employer, my apprehensions of the

new place was rife with fertile imagi-

nation – thanks to all the information

from irrelevant sources. All the same,

having accepted my offer letter, there

was no turning back. Quite to my

surprise, my doubts were erased and

there was a sense of finally heading

back home… I was invited very cor-

dially and ushered into the formali-

ties of the company, following which

I was introduced to my team. The en-

vironment was perfect and the mood

to accomplish was set. The one

unique aspect that appealed to me

most was that at HTIPL, it is the em-

ployee that means more than the des-

ignation they hold; this was seen in

the way I was welcomed by my name

and not Hi, I am XYZ from BL/Div

and You?

The gestures for “making me feel

at home” did not stop there! The guid-

ance and understanding of my team

members and the Associate helped

me orient myself to the organization’s

way of working during my initial days.

In the days and months to follow,

being part of Huawei, what was made

evident to me was that this was the

very way of life in Huawei – the

culture. I had a first-hand taste of this

when I had to go on a business trip

to HQ (Shenzhen). This was my first

chance at meeting my overseas team

members lead by Yudongyang, who

to my utter surprise shared the same

level of excitement at seeing me as I

did. They went all out to ensure that

my stay at work and the dorm was

comfortable. My stay in HQ lastedalmost three months. This was alsoa period to understand the Cultureof China – professionally as well as

for the rich heritage of China. As Ileft the place, I was given an openinvite come back to China. This wasan honor to know that my work andinteractions were interesting to themand the cultural barriers as they callit had no relevance. I cherish my en-tire stay in China.

Having returned from my business

trip, I was moved to the Software Ser-

vices Team (SSD), lead by Ajay

Mathur. I have been a part of this team

ever since, where appreciation is quick

for any good work done and guidance

is available for any aspect new.

When it was time to pay back, I

tried doing the best that I could. This

was when one of the Chinese col-

leagues I met during my stay in China,

was down on a business trip. As is

the tradition in India, I extended my

courtesy and invited Yanxiaowei home

for a traditional Indian meal. He was

gracious enough to accept it. But at

my family end, they were all very ap-

prehensive – Ignorance was not bliss

anymore. They were not sure if he

would like the Indian food and the

culture we are used to.

But this entire fret was about

nothing, and we realized it the moment

Yanxiaowei arrived home. To strike a

balance between cultures, we had ar-

ranged for a bouquet which was duly

handed over to him by my wife. He

accepted it and asked if he could be

traditionally welcomed with a Tilak.

My better half in utter surprise went

ahead and welcomed him with the

vermilion. One tension down, the next

was if the food would be acceptable

to his taste buds (spices, variety and

all). For the second shock of the day,

when he was invited to the dinner

table for a meal, he so enjoyed all the

dishes that were prepared in the most

traditional Indian style. He was thank-

ful all the same.

He travelled back and had the “Dis-

cover India” experience told to his

team members. He made it sound as if

experiencing India and its culture was

one thing you MUST do before you

leave the earth. I was touched. I still

continue to be moved by the moods

of people, their generosity, guidance

and out of the world experiences. It is

unique and it happens only in Huawei.

Welcome all, this is a big Huawei

family and I am proud to be a part of

it.

Lunch with Mr.Yan at my home

30 HUAWEI PEOPLE

Team Building

In early July 2010, Huawei Cambo-

dia has celebrated a great event called

“Cambodia Huawei Sport Day” which

was initiated by HR Department in order

to improve staff’s morale and enable staff to

work together as a team. We are getting to know each

other better, understanding about the Company’s core

values, and strengthening our staff relationship

through the sports games.

The event was organized on Saturday July 3, 2010

and took place at an old stadium. There were 6 sport

activities: football, basketball, volleyball, table tennis,

tug of war, and relay running which were participated

by our staff. The games were from 9:30am to 3:00pm

and around 170 Huawei staff enjoyed the games

happily. Everyone was cheering up after the champi-

onship match to the team champion and we proceeded

to the awarding winner ceremony in the end of the

event. We congratulate the team champion and all

the teams especially all the participants who actively

gave strong support towards the activity.

(By Cambodia HR Team)

Cambodia Huawei DaySports

HUAWEI PEOPLE 31

HUAWEI COMMUNITY

Inbox

Commitment to Success, Issue 221An example of good team effort. One team, one goal.

Vikas Sharma, India

Hardworking Pays Off, Issue 221Great reading and inspiration coming from James. I should add, you

only need to work with him in the same office to learn that he runs on

different kind of fuel. We hope to continue to succeed in achieving the

goals of the team.

Silvester Bwetabure, Uganda

The Perspective of a Brazilian Huawei Employee’s Wife, Issue 221Nice Article. And it tells about the total dedication & affection, support to her counterpart so he

can achieve more success and prosperity to self and for the Company. All the Best.

Rishi Kant Mittal, India

It’s not only the Management of Quality but the Quality of Management,Issue 221

Emulating other industry giants in quality is a massive task that Huawei has to change within

and not as what the title suggests. Mindsets, way of life, protocols have to change and it takes a lot

of courage for HUAWEI to take that big leap forward. There will be a lot of information security,

transparency and even costs involved. Question now is, can we manage that level of impact? Does

our management have that quality to manage quality? It has to begin at the grassroots level.

Rising through the ranks, Huawei has indeed invested much in R&D that we can be proud of

becoming the world’s leading telecom vendor, surpassing almost everyone in its way. On quality,

Huawei’s effort on combating this is valued and taking its baby steps but, have they figured out a

long term sustainable plan for doing this? What are the approaches and the key steps to achieving

this? All BUs have to come together and agree upon the same but simple goal, nothing supersedes

it, not even personal KPIs.

And this, has to come from top management, the essence and quality of management.

Chan Weng Cheong, Philippines

People at Work, Issue 220As the culture of huawei family is that hard work plus determination

leads to greater success. The workers on the picture were devoted and

innovative that is why they were able to achieve their goal. Very impressing.

Stanley Mwanyolo

32 HUAWEI PEOPLE

HUAWEI PEOPLE 33

I Love Dancing in the Rain…I Love Dancing in the Rain…I Love Dancing in the Rain…I Love Dancing in the Rain…I Love Dancing in the Rain…By Deepinder Singh

It’s been days a few,

That I sensed a drop of blue,

Sleeping calmly on my lashes,

Or trickling down without a clue,

As the thunders roar, the clouds pour,

I wanna taste the nectar again…

For the divine dew so pure and true,

I love dancing in the rain…

As I lease out a hand in air,

A gush of wind sways it blare,

I open wide my arms to fly,

Fluttering flutter the limbs in pair,

The wings get wet, in nature’s sweat,

But I don’t ever wanna refrain,

I quiver hard, to fly off yard,

Coz I love dancing in the rain…

With shuddering eye lids, arms wide apart,

I look up at the sky, nature’s splendid art,

Crisscross lines in a flood of designs,

Make me miss my beautiful sweetheart,

I’m sure she’ll be singing, with droplets clinging,

Oh she loves us go insane,

When the clouds rise and love flies,


Sometimes it makes me wonder,

If I grow old, and the rain will slumber,

Smile will drown in the nature’s bed,

Ears deafened to the howling thunder,

But a shower hits me cool, and I jump into the pool,

I’m gonna live like a child again,

In the splashing wave, as God’s slave,


HUAWEI PEOPLE 33

34 HUAWEI PEOPLE

Voice

There are many reasons

people may wish to im-

prove their presentation

skills. Some employees have never

had to make a presentation in their

professional career, and so they are

nervous and curious how to proceed.

Some employees have presented to

hundreds or even thousands of

people in their career. Many of these

individuals may have simply fallen

into some bad habits, and they wish

to improve their communication skills.

Regardless of your motivation, there

is one thing that almost everybody can

agree on: sitting through PowerPoint

presentations can all too often be a

very dreary affair. And so, while “Death

by PowerPoint” may not be officially

classified as torture by the Geneva

Convention, it is often viewed with simi-

lar enthusiasm by many unwilling

participants.

Recently I had the good fortune of

representing Huawei GTS Learn-

ing Services to collect infor-

mation on a range of topics

related to business perfor-

mance and skills devel-

opment at the American

Society of Training and

Development (ASTD)

conference in Chicago.

At this conference there

were training profession-

als from all over the world,

representing government,

education, and business. At

one break out session, the pre-

senter asked participants to list their

top complaints about PowerPoint

presentations. By far the most com-

mon complaint was that most present-

ers simply read their slides. This has

several negative consequences. First,

reading slides has the effect of un-

dermining the role of the presenter. In

the audience’s mind, a presenter who

merely reads text adds no value to a

presentation. Inevitably, the partici-

pant will think, “If the presenter is only

going to read the slides, why couldn’t

he just send them out by email and I

can read them on my own?” Indeed,

this is a good question that gets to

the very heart of the presenter’s

dilemma.

As a presenter, you want to con-

vey that you are in control of the

content, not the other way around.

You are a professional who is attempt-

ing to achieve a certain objective by

delivering a presentation, either to

your peers, employees, or customers.

What this objective is, and how to

best achieve it requires an act of hu-

man creativity. Passively reading pre-

packaged content in a mechanical

Death by PowerPoint and its CuresBy David Walker

Happiness andTarija, Bolivia

HUAWEI PEOPLE 35

HUAWEI COMMUNITY

tone places you in the position of be-

ing an unnecessary intermediary that

is standing in between the audience

and the message. This is far different

from presenting the image of a busi-

ness professional who is the source

of valuable information and creative

solutions.

A second complaint is that many

slide shows tend to take a shotgun

approach to presenting material. By

this I mean that presenters are often

overly concerned about leaving in-

formation out, and so tend to include

informat ion tha t i s of f topic ,

irrelevant, or (even worse) distracting.

This is a natural pitfall, especially for

seasoned presenters. Over the years

we all collect content, and we tend to

modify and reuse content over and

over again. This is not bad in itself,

however it has the effect of leading

the presenter into a dangerous trap.

How often have you been in a meet-

ing and seen the presenter apologize

and make excuses for a slide by

saying, “You can just ignore this

slide, this information is not really

important”? If the material is not re-

ally important, do you and your audi-

ence a favor, and omit it. Use personal

notes to keep additional information

ready at hand to use if it is needed.

Make use of other tools such as the

whiteboard or handouts to present

additional information if and when it

is requested.

Remember that a PowerPoint slide

deck is not a presentation. A presen-

tation is an event with a particular

objective. PowerPoint is only one tool

of many that you have at your dis-

posal to meet that objective. There

are many other effective and impor-

tant tools available to you, includ-

ing whiteboards, charts, videos,

handouts, and audience response

tools. Brain scientists tell us that hu-

man beings like to experience a

change of environment every 7

minutes. By making more effective use

of the various tools at your disposal,

you can create a presentation, an

event, that is more effective and

engaging. As a result, you are much

more likely to meet the objective of

the presentation.

When presenting, try to get your

audience talking. A good general rule

to keep in mind is that the person who

is doing the most talking is doing

the most learning. Your role as a pre-

senter is not merely to spoon feed in-

formation that the audience can al-

ready read on their own. Your job is

to achieve an outcome that usually

involves communicating complex con-

cepts in a convincing way. By lead-

ing your audience to draw the in-

tended conclusion on their own, you

can become a much more effective

communicator and presenter.

Finally, the key to any presenta-

tion is preparation. Never go into a

presentation without first practicing

your delivery. Good presenters often

practice in front of a mirror or video

camera before presenting to a live

audience. Good preparation also

means controlling your environment.

If you plan on beginning your pre-

sentation at 10:00, you should sched-

ule at least 30 minutes to make sure

the p ro j ec to r works , p r epa re

handouts, straighten tables and

chairs, and clean the whiteboard. If

you do this, you will be able to afford

your audience the respect they de-

serve by starting promptly on time.

In summary, for those who choose

to challenge themselves to become

better presenters, I recommend set-

ting for personal goals:

Don’t read PowerPoint slides!If you are not comfortable present-

ing in English, feel free to use

notes, but do not use PowerPoint

as a teleprompter. Maximize your

use of PowerPoint by using it to

highlight certain key concepts,

and provide examples to support

your presentation objectives.

Don’t put too much informa-tion on your slides. Avoid the shot-

gun approach. Use PowerPoint to

deliver a targeted message and use

handouts, whiteboard drawings,

charts, and videos to deliver supple-

mental information.

Remember, the slide deck isnot the presentation. The presenta-

tion is an event with objectives.

PowerPoint is only one of many tools

available to you to meet those

objectives. Don’t limit yourself.

Get your audience talking.Remember, the person who is talking

the most is learning the most.

Prepare, prepare, prepare.Never go into a presentation cold,

ever.

Control your environment. The

last thing you want to do is subject

your audience to the spectacle of you

trying to troubleshoot a faulty pro-

jector 25 minutes after the presenta-

tion is supposed to have started.

In order to improve your skills as

a presenter it is not necessary to use

all these techniques. However it is

worth selecting one or two of these

suggestions and challenging your-

self to incorporate them into your pre-

sentation style. Better yet, if you are

really up for a challenge, try to forego

PowerPoint completely and lead a dis-

cussion entirely with the aid of a

whiteboard. You may be surprised

how good a presenter you really are.

David Walker has deliveredtraining to hundreds of customersthroughout North America in thelast 10 years. He is currently Op-erations Manager at Huawei’sNorth American Training Center.

nd Success ina

36 HUAWEI PEOPLE

1. Our site is located in a beautiful place.

2. But sometimes the rain makes us

anxious. The heavy rain comes and de-

stroys the road and our work.

3. When the rain stops, everything is in a mass.

Happiness and Success inTarija, Bolivia

Huawei received the Lewa Trophy

for the “Highest Fundraiser Corporate

Category” for the second time during

this year’s Safaricom Marathon

fundraising which took place recently

at the Lewa Conservancy. In addition,

Huawei produced the overall winner

for the 21km marathon and an award

for 3rd position in the half marathon cor-

porate team category.

The Safaricom marathon is regarded

as the most challenging in the world.

During his address at the event,

Safaricom CEO Mr. Michael Joseph

said, “The Safaricom Marathon raises

money for many charities to support

education, health, community develop-

Kenya: Huawei Receives Lewa Trophy for the HighestCorporate Fundraiser in the Safaricom Marathon 2010

ment and wildlife conservation.

Safaricom will continue its commitment

to support this initiative.”

“I would like to recognize Huawei for

their tremendous efforts in fundraising

for the 11th edition of the Safaricom

Marathon, which amounted to a gener-

ous contribution of USD 150,000. I hope

they can continue with this spirit in the

years to come.” Said Mr. Charlie

Mayhew, CEO of Tusk Trust.

“We are honoured to receive the

Lewa trophy for the second time in a

row. We also comment our partners,

Safaricom and the Tusk Trust for their

commitment in such a life changing

initiative. The Safaricom Marathon is a

true testimony of what Huawei stands

for in corporate social responsibility.”

Commended Mr. Herman He, CEO of

Huawei Kenya, “In the future, Huawei

will continue supporting the local com-

munities in this country by focusing on

technology, education, environment,

and health.”

This year’s event hosted 1,000 run-

ners from 20 different countries. The

Safaricom Marathon is regarded as one

of the toughest marathons in the world.

However, runners of all abilities take

part, from fun runners, walkers and

amateurs, to professionals.

HUAWEI PEOPLE 37

6. We celebrate our success with local people.

4. But we never give up: we rebuild the road and work hard to achieve the schedule.

5. When the sun rise again, we have a beautiful site.

Issue 222 August 10, 2010

Legend in Prague

Photo by Eric Wang Yanli

Documents

Huawei People Magazine Issue 222