--- title: "Xu Jiajun, Former Huawei Vice President: Leaked Work Insights from a Million-Yuan Salary" description: "Xu Jiajun, former head of Huawei's data center and vice president with an annual income exceeding ten million yuan, shares his decade of work experience and insights. From an ordinary employee to a high-ranking executive, his journey offers valuable lessons for anyone aspiring to success, emphasizing the importance of hard work, continuous learning, and personal growth." author: "徐家骏" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2014-11-20" language: "en" canonical: "https://xinjignxiao.com/en/articles/xu-jiajun-former-huawei-vice-president-leaked-work-insights-from-a-milli-7d3b9148/" markdown: "https://xinjignxiao.com/en/articles/xu-jiajun-former-huawei-vice-president-leaked-work-insights-from-a-milli-7d3b9148.md" original_source: "https://mp.weixin.qq.com/s/RdnJfr7co3Vs76uTTzv3EA" translation: "https://xinjignxiao.com/zh/articles/%E5%8D%8E%E4%B8%BA%E7%A6%BB%E8%81%8C%E5%89%AF%E6%80%BB%E8%A3%81%E5%BE%90%E5%AE%B6%E9%AA%8F-%E6%B3%84%E9%9C%B2%E5%B9%B4%E8%96%AA%E5%8D%83%E4%B8%87%E7%9A%84%E5%B7%A5%E4%BD%9C%E6%84%9F%E6%82%9F-7d3b9148.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/xu-jiajun-former-huawei-vice-president-leaked-work-insights-from-a-milli-7d3b9148/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Xu Jiajun, Former Huawei Vice President: Leaked Work Insights from a Million-Yuan Salary > Xu Jiajun, former head of Huawei's data center and vice president with an annual income exceeding ten million yuan, shares his decade of work experience and insights. From an ordinary employee to a high-ranking executive, his journey offers valuable lessons for anyone aspiring to success, emphasizing the importance of hard work, continuous learning, and personal growth. Friendly reminder: Click the blue text above, "FMCG Distributor Professional Consulting," to learn more about marketing and distributor internal management. Xu Jiajun was the head of Huawei's data center, a top technical expert, a first-level department director, and a vice president of Huawei, with an annual income exceeding ten million yuan. From an ordinary company employee to a vice president with a million-yuan salary, and then leaving Huawei for Baidu, Xu's ten-year career experience is definitely worth learning from for anyone eager to succeed. It also offers a glimpse into Huawei's operations and Xu's career planning. There are no inherently good jobs in the world; once you put in enough effort, good jobs will come to you. And the most important point: cherish life. Last week, I formally submitted my resignation report, preparing to make a major turning point in my career. This was a decision I made after long consideration. But after actually submitting my resignation, reflecting on my ten years at the company, I was filled with mixed emotions. In the blink of an eye, I've been working for ten years. My decade at Huawei coincided with the company's rapid development from a niche player to a household name. I witnessed the company's years of struggle and growth, and I was part of it, learning to swim while in the tide. Now I'm leaving to start a new career and take on new challenges. What I'm about to do is highly risky, likely a matter of life and death, and even after surviving, it's uncertain. Before starting this new venture, I thought it would be good to summarize the past ten years in detail. Working in a fast-growing enterprise like Huawei can sometimes be a refining fire. If I can distill the lessons and experiences from these ten years and learn key principles of doing things and dealing with people, I believe it will be of great benefit in the future. Over the years, some people have left the company and written articles or books, criticizing the company, commenting on its leaders, and pontificating. Personally, I feel that besides providing some entertainment value, what benefit does it bring? The company continues to develop, and behind that development are the dreams, efforts, contributions, sacrifices, struggles, complaints, dissatisfaction, sedimentation, departures, hopes, and disappointments of 60,000 people. The internal logic of opportunities, major decisions, crises, and mistakes is not something outsiders can clearly explain. I don't want to say much about the company; I just want to reflect on my own work experience, think about what efforts I made, what contributions I made, what made me happiest, what benefited me most, and what I learned. Overall, my ten years at Huawei were somewhat muddled. At the beginning, I didn't have grand ideals or detailed plans; I just wanted to do things one by one. Through my summary and reflection, I hope to be more planned and clearer in the future. > **After some thought, I believe the following points are the experiences and lessons I've deeply felt over the years, worth carrying forward.** > 1. "Start with small things, learn to suffer losses, and cooperate with others." This was from the last class before graduating from graduate school. The electronics circuit teacher gave us a few final words. Although I've forgotten the teacher's name, I still remember these words. In my work at Huawei, I've increasingly felt the profound truth in these simple principles. Starting with small things doesn't mean being content with small tasks, nor does it mean boasting and aiming too high. Learning to suffer losses doesn't mean enduring losses; it means not being petty about temporary gains and losses, and having the courage to give up at critical moments. > 2. "The bigger your heart, the bigger the stage." Many of our successes come from daring to think and dare to do. For example, when I first received a problem ticket, I didn't understand it at all, but I dared to try, dared to solve it, and actually solved it. Similarly, when we did SPES, even with no people, no technology, no accumulation, and with big companies like CISCO also doing it, we dared to do it, dared to promote it, without blindly worshipping or fearing authority, and we succeeded. Of course, this isn't just blind boldness; a big heart also means actively paying attention to the broader external world and having an open and tolerant mind to accept new things. > 3. "Study hard and make progress every day." This phrase is most apt for describing the requirements for IT professionals. True successful people and experts are those who are "least afraid of learning." If they don't understand something, they just learn it. We have a technical guru in IT now, Tan Bo. Actually, he wasn't born a guru; he became a super expert through learning from an outsider. He once told me that when he first started as a UNIX system administrator, he was shocked to see the # prompt because he had been developing on UNIX for years with the % prompt and never had administrator privileges. Look at the expert's initial level! When he worked with me on a backup project, I asked him to research the backup and recovery method for Oracle database point-in-time rollback. He took the term literally, thinking database rollback was like a person walking backward, which was quite humorous. But he got up early every morning and read for an hour before work. Over years of accumulation, he has become an unchallenged super expert in systems, databases, development, and other fields. However, learning is definitely not just from books; more importantly, it's from practical work and from learning from those around you. > 4. Be brave in practice, brave in making mistakes, and good at reflection. Many things are easier said than done. The key is to take action, especially for management theories, methods, and concepts. Empty talk and empty planning are useless; it's better to actually do it, then reflect and improve continuously. Without repeated practice and reflection, even well-known things are not easy to do well. > 5. Have methods and routines, think systematically about problems, and design solutions strategically. In the early years of my work, due to some success and a bit of research in technology, I became arrogant. Later, the company spent a lot of money to hire a large number of consultants. At first, I wasn't very impressed with some of them. But in later years, as the company grew larger and IT complexity increased, I gradually understood a lot. Western professional experts have methodologies and routines for everything, even how to run a meeting. I became interested in studying these routines and summarized many of them, training and discussing them with department backbone staff. In a complex environment, many problems can no longer be studied and solved in isolation; they require systematic methods and strategic vision. For the operation of an organization, the design of systems and processes especially requires this. Einstein said: "We can't solve problems by using the same kind of thinking we used when we created them." > 6. Think independently, don't follow the crowd. When a company gets big, it's easy to coast along. People easily fall into a state of drifting with the tide, not delving into business, and failing to see problems and dangers. Experts have done research showing that when avalanches occur, victims are usually in groups, rarely single individuals. The reason is simple: a single person in an avalanche-prone area would be quite cautious and alert. But in a group, the larger the group, the more each individual has a false sense of security and follows the crowd. But reality is that no matter how powerful the group, avalanches are irresistible. Therefore, I think in large organizations, the ability to think independently is particularly important. > 7. Complain less, talk less, be proactive, and do more practical things. I used to be a cynical young man who complained a lot. But years of work have changed me because I've learned that complaining is the least helpful thing. There will always be imperfections and troubles in the world; the only solution is to face them and solve them. Do practical things to change the unsatisfactory status quo and change our unsatisfactory selves. Actually, many things worth complaining about are of our own making. For example, it's common in society for retired senior officials to complain about the decline of morality and the fickleness of the world. If you investigate, the reason might be that when they were in power, they were arrogant and treated others like dirt. > 8. Be responsible for your career, your goals, and yourself. Successful people are often self-disciplined, keep promises, and are focused. Large enterprises will definitely have performance appraisals, merit-based rewards, KPIs, leadership instructions, and even some corporate politics. But if we one-sidedly pursue appraisal scores, KPI indicators, power and money, and being responsible to superiors and others, but not to ourselves and our goals, losing our sense of mission, responsibility, enthusiasm, and curiosity, we will never reach our best state. And if an enterprise can successfully create an environment where each individual can reach their best state, the enterprise will be invincible. > 9. Cultivate more humanistic and aesthetic sensibilities. They may seem unrelated to work, but they are actually very related. Outstanding achievements are inseparable from the pursuit of beauty. The greatest scientific discoveries often contain order, simplicity, and beauty. Without a pursuit of aesthetics, people will do ugly things, use any means, and settle for mediocrity, which is not "elegant" and will not last. > 10. "Everyone is good, then it's truly good." Pay attention to people, help people, treat others sincerely, and be honest. In the rapidly developing modern society, the media overemphasizes the increasingly cold and cunning relationships between people. But the actual society and community may not be like that. At least before I came to Huawei, I had some unknown fear about interpersonal relationships in a large enterprise, but in reality, I felt that almost everyone in this collective was open and sincere, with harmonious relationships. So the key is that we ourselves must treat others sincerely and put ourselves in their shoes. Of course, conflicts at work are inevitable, and there's no need to avoid them. In fact, many conflicts are beneficial to the organization, just like a couple often feels closer after a quarrel. **As long as we grasp two principles:** > 1) Focus on the issue, not the person. > > 2) Be kind to others. We can definitely guide moderate conflicts in a direction beneficial to both ourselves and the organization. > 11. An open and sharing attitude. Working in a high-tech company, if you have a conservative and closed mindset, your growth will definitely be hindered. > 12. Manage your time well. Working at Huawei for ten years, 3650 days, about 3000 working days. Whether these days were spent on the most important things, and how much effective, productive work time there was, is really questionable. Time management is one of the biggest lessons I learned at Huawei, and it might also be a company-wide issue. Work lacks planning, often interrupted; or we interrupt colleagues and subordinates; or meetings and discussions take up most of the time; or we are led by our interests, spending a lot of time on irrelevant things; or we spend time on trivial details, putting off difficult and important things until they must be solved, then rush. Looking back, if I had truly managed these ten years well, I think I would have achieved much more. -------------------------------------------- --- ## Copyright and AI use This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL. Contact: zhaobo258@gmail.com · +86 158 5481 7671