华为公司自1987年创办以来，快速发展，成长为我国民营企业的500强的第一名，并在世界500强名单中名列前茅。无需置疑，华为公司的巨大成功，得益于其独具特色并不断发展的企业文化。然而，进入新的历史时期，特别是2008年以后，随着企业规模的扩大和国际化程度的深入，现有的华为文化在内外环境的冲击下，引发了一系列的问题，成为华为进一步发展的障碍，亟待改革。为了解决这一问题，本文从两个维度入手分析，结合专家学者的理论研究成果，以及IBM成功的企业文化变革案例，力图为华为提供切实可行的文化变革策略。首先，从华为文化的发展历史入手，分析出华为文化的特点和本质。华为文化的发展大概经历了三个阶段，“狼性十足”、艰苦创业的初创文化(1987-1995年)、产生了《华为基本法》的成长阶段(1996-1998年前后)和引进了西方先进管理方法、日渐成熟的阶段(1998-2008年前后)。在每个阶段，华为的文化都有着鲜明的特点，基本符合了华为公司发展对应阶段的实际需要，对华为的发展起到了积极的作用。通过对华为文化发展历程的分析和回溯，本文认为，华为文化与任正非本人的思想息息相关，有三个方面的思想基础：一是中国传统文化；二是毛泽东思想；三是西方的现代管理方法。而不管华为文化如何演进，艰苦奋斗始终是华为文化不变的灵魂，狼性，也成为华为挥之不去的标志。第二，本文对华为目前出现的问题从五个方面进行了梳理，分别为狼性弊端、国际化受挫、文化传承困难、文化管理现状和继承人问题。在分析了大量具体问题后，本文从外因和内因两个层面对当前华为文化与环境的不适应性进行了综合分析。在外因层面，当今社会呼唤人性化管理，推崇合作共赢等商业模式，而华为文化却在人性化、透明度、包容性、社会责任履行等方面都存在偏差；而在内因层面，强势刻板的华为文化被僵化和教条，加上组织管理制度的缺陷、领导人更替机制的缺失，造成了华为内部部门墙厚重、官僚主义抬头等管理问题。因此，本文认为华为应该针对性的对其企业文化开展变革：树立“以人为本”的观念，在“狼文化”中引入人文关怀；艰苦奋斗，要发展创新和协作、服务的概念和内涵，而不能靠无休止的加班和身体的艰苦；以开放的心态，寻找更好的合作模式，实现共赢。文化的改革，还应该有组织制度的支撑才能落到实处，因此华为还应变革其管理模式：改变高度集权的管理现状，适当分权；精简组织机构；适当弱化“以结果为导向”的考核；建立有效的监督机制，拉通上下信息流，让基层组织更聚焦到实际业务上。只有这样，华为才能不断吸引并留住优秀的人才，改变效率低下、浪费惊人的局面，在国际化的道路上走得更远，持续成为中国民营企业的骄傲。

Huawei Company, since its inception in 1987, developed rapidly and occupied the first place of the top 500 private enterprises in China, and also on the front position of the world’s top 500. Undoubtedly, the huge success of Huawei benefited from its unique corporation culture, which has been continuous developed. However, time comes to a new period, especially after 2008, with the business scale’s expansion and the depth of the internationalization degree, Huawei Culture leading to a series of problems under the impact of the internal and external environment. Huawei Culture becomes the barriers to Huawei’s further development, and is in urgent need to reform.In order to solve this problem, this article start from the two dimensions to analyze, combined with the theoretical research results of experts and scholars, as well as the case of IBM's successful corporate culture evolution, seeks to provide practical cultural transformation strategies for Huawei.First, the paper analyzed Huawei Culture’s characteristic and nature from its development history. Huawei culture probably gone through three stages, the start-up stage (1987-1995) which was been marked as wolf and arduous pioneering, the growth stage (1996-1998), in this period "Huawei Basic Law" generated, and the mature stage (1998-2008). With the introduction of the advanced Western management, Huawei become to be mature and stable. At each stage, Huawei Culture basically kept in line with the actual needs of the development stage of Huawei Company, played a positive effect to Huawei. Though the analysis of the development processes of Huawei Culture, we can get that Huawei Culture is closely related to Zhengfei Ren’s thought. It is basically following three aspects: the Chinese traditional culture, Mao Zedong Thoughts, the western modern management methods. Regardless of how Huawei Culture evolutes, work hard is the constant soul of Huawei Culture, wolf also become a lingering sign of Huawei.Secondly, the paper combed Problems for five aspects, the drawbacks of wolf, and the setbacks of internationalization, the difficulty of the cultural heritage, the cultural management status and the heir problem. With a large number of specific issues, it can be splited into external and internal levels to analyze the unsuitability of Huawei's culture and environment. In external factors, the society calls for humanization management, advocates the cooperation and win-win business model, while Huawei Culture has large deviations in humane, transparency, inclusiveness, social responsibility. On the internal hands, the strong and rigid culture become dogmatic, with the highly centralized, bloated organization design, improper evaluation and incentive system also caused heavy walls between internal departments, raised bureaucratic management issues. Therefore, Huawei should concentrate on the problems and carry out the evolution of its corporate culture. To establish the people-oriented concept, to introduce human care to wolf culture, to bring innovation, collaboration and service to hard working, Huawei cannot rely on endless overtime and body hard. Huawei should open its mind to look for a better model of cooperation to achieve a win-win situation. The cultural reform must externalization in line, and then to be internalized to the heart of staff. Therefore, Huawei should also innovative its management mode: change the current highly centralized management status, appropriately separate powers; streamline the organization; appropriately weak the result-oriented assessment; establish an effective supervision mechanism, pull through the information flow of up and down, so that grassroots organizations can more focused on the actual business, thinking hard about how to enhance organizational effectiveness rather than just enhance indicators superiors. Then Huawei can establish a respecting knowledge, respecting talent, dynamic and efficient culture, and also can establish an efficient management mechanism. Only in this way, Huawei can attract and retain the best talent continuously, and change the inefficient, wasted alarming situation, and then it will go further on the road of internationalization, always be the pride of Chinese private enterprises.