《董事会领导下的CEO轮值制度辨》.doc

以下为任正非文章《董事会领导下的CEO轮值制度辨》全文：我们处在一个快速变动的世界，近二十年来世界的快速变化，令人瞠目结舌……，中国原来是一个十分贫穷的国家，现在竟然汽车遍地，高铁飞驰，城市华丽，物价昂贵……特别是电子行业的变化更是惊人，电信从话音时代向宽带超宽带变化，这种翻天覆地，多少人髙兴几人愁，我们不知道明天会是什么样子说信息流的管道像太平洋一样粗，那会是什么概念，我们象幼儿园小朋友一样，想象不出来曾经有雄厚技术储备，称霸过世界的设备商，居然在信息技术需求如此巨大的市场中灰飞烟灭了难道华为会有神仙相助？会逃脱覆灭的命运？你以为我们会超凡脱俗，会在别人衰退时崛起？轮值并不是新鲜的事，在社会变动并不剧烈的时代，也曾有皇帝执政几十年，开创了一段太平盛世，唐、宋、明、清都曾有过这么一段辉煌，他们轮值的时间是几十年，几十年后又换一位皇帝曾经的传统产业也是七、八年换一次CEO，也稳坐过一段江山看今天潮起潮涌，公司命运轮替，如何能适应快速变动的社会，华为实在是找不到什么好的办法CEO轮值制度是不是好的办法，它是需要时间来检验的传统的股东资本主义，董事会是资本力量的代表，它的目的是使资本持续有效地增值，法律赋予资本的责任与权利，以及资本结构的长期稳定性，使他们在公司治理中决策偏向保守。

在董事会领导下的CEO负责制，是普适的CEO是一群流动的职业经理人，知识渊博，视野开阔，心胸宽宏，熟悉当代技术与业务的变化选拔其中某个优秀者长期执掌公司的经营，这对拥有资源，以及特许权的企业，也许是实用的华为是一个以技术为中心的企业，除了知识与客户的认同，我们一无所有由于技术的多变性，市场的波动性，华为釆用了一个小团队来行使CEO职能相对于要求其个人要日理万机，目光犀利，方向清晰……要更加有力一些，但团结也更加困难一些华为的董事会明确不以股东利益最大化为目标，也不以其利益相关者(员工、政府、供应商……)利益最大化为原则，而坚持以客户利益为核心的价值观，驱动员工努力奋斗在此基础上，构筑华为的生存授权一群“聪明人”作轮值的CEO，让他们在一定的边界内，有权利面对多变世界做出决策这就是轮值CEO制度过去的传统是授权予一个人，因此公司命运就系在这一个人身上成也萧何，败也萧何非常多的历史证明了这是有更大风险的传统的CEO为了不辜负股东的期望，日理万机地为季度、年度经营结果负责，连一个小的缝隙时间都没有他用什么时间学习充电，用什么时间来研究未来，陷在事务之中，怎么能成功华为的轮值CEO是由一个小团队组成，由于和而不同，能操纵企业不断地快速适应环境的变化；他们的决策是集体作出的，也避免了个人过份偏执带来的公司僵化；同时可以规避意外风险带来的公司运作的不确定性。

他们轮值六个月之后卸任，并非离开核心层，他们仍在决策的核心层，不仅对业务的决策，而且对干部、专家的使用都有很大的力量与权威轮值CEO是一种职责和权利的组织安排，并非是一种使命和责任的轮值轮值CEO成员在不担任CEO期间，并没有卸掉肩上的使命和责任，而是参与集体决策，并为下一轮值做好充电准备轮值期结束后并不退出核心层，就可避免了一朝天子一朝臣，使优秀员工能在不同的轮值CEO下，持续在岗工作一部分优秀的员工使用不当的情况不会发生，因为干部都是轮值期间共同决策使用的，他们不会被随意更换，使公司可以持续稳定发展同时，受制于资本力量的管制，董事会的约束，又不至于盲目发展，也许是成功之路不成功则为后人探了路，我们也无愧无悔我们不要百般的挑剔轮值CEO制度，宽容是他们成功的力量We live in a fast changing world. Amazing changes have taken place over the past two decades. In the past, China was quite a poor country; yet today we see a lot of automobiles, high-speed rail lines, and splendid cities along with high prices. The changes in the electronics industry are even more remarkable, as evidenced by the telecom industry's evolution from the voice era into the broadband and ultra-broadband era. These tremendous changes have made many people happy while a few others have been left distressed. We don't know what tomorrow will be like. I have said that information pipes will have a diameter as wide as the Pacific Ocean. What would it look like? It's hard for us to imagine, just as it is for children in kindergarten. Some telecom equipment vendors who once possessed remarkable technological strengths and took the lead globally have disappeared in a market that has such a huge demand for information technologies. Does Huawei have some sort of magical powers protecting it from collapse? Do you think we are unique and will rise while many others decline?A rotating system for leaders is nothing new. In times when social changes were not so dramatic, emperors could reign for several decades and create periods of peace and prosperity. Such prosperous periods existed in the Tang, Song, Ming, and Qing dynasties. The rotational period for each emperor lasted several decades. Some companies in traditional industries rotated their CEOs every seven or eight years, and these CEOs experienced some prosperous times in their industries. Today, tides rise and surge; companies are springing up all over the place while others are quickly being swept away. Huawei hasn't found a way to adapt well to a rapidly changing society. Time will tell if the rotating CEO system is the right move or not.Under conventional shareholder capitalism, the Board of Directors (BOD) represents the strength of capital and aims to continuously and effectively increase the value of capital. In consideration of the rights and responsibilities derived from capital as well as the long-term stability of the capital structure, BODs are inclined to be conservative when making decisions as part of corporate governance. The CEO accountability system under the leadership of the BOD is universally applicable. CEOs are a group of moving professional executives who have profound knowledge, a global view, and an open mind while staying abreast of the latest changes to technologies and business. It might be practical for an enterprise that has resources and privileges to select one CEO from among the exceptional individuals to run the company for a long time.Huawei is a technology-centric company that possesses nothing except knowledge and customer recognition. Due to technological dynamics and market fluctuations, Huawei has adopted a rotating CEO system in which a small group of executives take turns to fulfill CEO duties. Compared to one single CEO who is expected to handle multiple affairs each day, have in-depth insights, and set the right direction, a group of rotating and acting CEOs should be more effective. Solidarity may be more of a challenge though. Huawei's BOD has made it clear that it will not make maximizing the interests of shareholders or stakeholders (including employees, governments, and suppliers) its goal. Rather, it holds on to the core corporate values that are centered on customer interests and encourage employee dedicati。