人們經(jīng)常把史蒂夫?喬布斯當(dāng)作前瞻型CEO的典范。和蘋(píng)果這樣的企業(yè)相比，華為在組織結(jié)構(gòu)方面有哪些優(yōu)勢(shì)和劣勢(shì)？

????我們的管理模式相當(dāng)新穎。實(shí)際上，它來(lái)自一本書(shū)中的想法。這本書(shū)叫《會(huì)飛的水牛》（Flight of the Buffalo），作者是美國(guó)人（詹姆斯?比拉斯科和拉斐爾?斯特耶）。書(shū)中的理論和遷徙鳥(niǎo)類(lèi)如何飛越大西洋有關(guān)——它們總是排成人字型，但帶頭的并不總是同一只鳥(niǎo)。也就是說(shuō)它們會(huì)更換位置，輪流帶領(lǐng)整支隊(duì)伍飛越海洋。我覺(jué)得，不管是我們提到的蘋(píng)果，還是其他公司，它們都有各自的管理結(jié)構(gòu)。

這種輪值CEO制度是華為的長(zhǎng)期安排嗎？還是說(shuō)這僅僅是一個(gè)接班人計(jì)劃?

????我剛才說(shuō)過(guò)，我們?nèi)ツ瓴艈⒂眠@項(xiàng)制度。我覺(jué)得我們需要更多時(shí)間來(lái)觀(guān)察它的效果。

你說(shuō)過(guò)貴公司希望更加透明。你們正在采取哪些措施來(lái)提高透明度和開(kāi)放度？特別是針對(duì)美國(guó)而言？

????一直保持開(kāi)放和透明是我們的既定政策。人們可能不知道，從2000年開(kāi)始我們就一直和畢馬威（KPMG）合作。畢馬威是華為的全球?qū)徲?jì)機(jī)構(gòu)，負(fù)責(zé)審核華為的財(cái)報(bào)。你可以從華為網(wǎng)站上下載去年和前年的年報(bào)。我們也召開(kāi)年度分析師會(huì)議。在我們的年報(bào)中，你可以看到華為的治理結(jié)構(gòu)、董事會(huì)成員，包括其簡(jiǎn)歷，還能看到我們的業(yè)務(wù)增長(zhǎng)近況和其他重要信息。華為不是上市公司，但我們決心遵循上市公司的準(zhǔn)則和標(biāo)準(zhǔn)。借這個(gè)機(jī)會(huì)，我想來(lái)進(jìn)一步解釋一下我們?yōu)槭裁礇](méi)有上市。在中國(guó)，股東人數(shù)超過(guò)200名的公司沒(méi)辦法上市。我們知道中國(guó)政府正在著手制定非上市公司規(guī)范。據(jù)我所知，美國(guó)證券交易委員會(huì)（SEC）在谷歌（Google）的股東人數(shù)達(dá)到500名時(shí)曾要求該公司上市。中國(guó)的公司法仍在制定中。但就未來(lái)而言，我們不排除任何可能性。現(xiàn)在華為的員工股東已經(jīng)超過(guò)6萬(wàn)名（最新數(shù)據(jù)：根據(jù)華為提供的信息，該公司現(xiàn)有7.42萬(wàn)名員工股東）。

我之前的印象是華為所有的員工都是股東。這么看來(lái)貴公司15萬(wàn)名員工并不人人都是股東？

????對(duì)。但所有股東確實(shí)都是員工。

并非所有員工都持股，但所有股東都在華為上班？

????實(shí)際上，期權(quán)就是我從美國(guó)引進(jìn)到華為的。我曾在美國(guó)見(jiàn)過(guò)兩家咨詢(xún)公司。他們告訴我們，初始階段每個(gè)人都可以當(dāng)股東，因?yàn)槲覀冃枰鞋F(xiàn)金流。因此，在華為轉(zhuǎn)入發(fā)展階段后，只有那些骨干和關(guān)鍵成員才會(huì)成為股東。我們還把員工分為不同的類(lèi)別。你會(huì)發(fā)現(xiàn)工程部門(mén)員工的持股比例非常高。現(xiàn)在，我們自我定位是正處于第二階段，發(fā)展階段。

那么接下來(lái)是什么階段？

????接下來(lái)將是成熟階段，但我們希望自己一直處于發(fā)展階段。（財(cái)富中文網(wǎng)）

????譯者：濤

Steve Jobs is often used as an example for a visionary CEO. What are the advantages and disadvantages to your structure versus a company like Apple?

????Our management model is quite new, but actually it comes from an idea from a book written by an American author, called Flight of the Buffalo [the book was written by James A. Belasco and Ralph C. Stayer]. The theory of that book is about how migrant birds fly across the Atlantic Ocean -- they always fly in a V-shape but the lead of the team is not always the same bird. So they change and rotate to lead the whole team across the ocean. So I think for every company whether we talk about Apple or others they have their own different governing structure.

Is this rotating CEO structure seen as a long-term arrangement for Huawei, or is this just a succession plan?

????Like I said we only started this system last year. I think we need more time to observe how it works.

You've said that you want to be more transparent. What steps are you taking to be more transparent and more open, especially when it comes to the U.S.?

????It is our established policy to continually be open and transparent. You might not know that since 2000 we have been working with KPMG; they are our global auditor to review our reports. And you can also download our annual report for last year and the year before last on our site. We also have our annual analyst meeting. In the annual report you can also find our governance structure and also our members of the board, including their CVs and also an update of our business growth and other important information. We are not a listed company, but we are determined to follow the criteria and standards of a listed company. I would like to take this opportunity to say something more about why we are not listed. In China, if a company has more than 200 shareholders there is no solution for a company like that to be listed. And we know that the Chinese government is also taking initiative to establish regulations related to non-listed companies. I know that when the number of shareholders of Google (GOOG) reached 500, then the SEC required them to go public. So in China the company law is still in the process. But for the future we do not exclude any possibility. Now we have more than 60,000 employee shareholders. [Update: According to Huawei, the company now has 74,200 employee shareholders.]

I was under the impression that all employees were shareholders. So not all of your 150,000 employees are shareholders?

????You are right. It is true that all of the shareholders are employees.

Not all employees are shareholders but all shareholders are employees?

????Actually I was the very person to introduce the stock options from the U.S. I visited two consulting firms in the U.S. They told us that in the initial phase everyone could be shareholders because we needed to have the cash flow. So when the company shifted into the development phase only the mainstay, key members of the company would be shareholders. And in Huawei we have different categories of employees. If you look at engineering groups they have a very big percentage of the shares. So now we position ourselves in the second phase, the development phase.

And what's the next phase?

????The next phase will be the mature phase, but we hope that we are always in the development phase.