“狼性文化”給華為帶來了什么？

Earthquakes, terrorist attacks and low oxygen levels on Mount Everest could not hold them back.

地震、恐怖襲擊和珠穆朗瑪峰的缺氧狀態(tài)都無法阻擋他們。

As the Chinese tech giant Huawei expanded around the globe, supplying equipment to bring mobile phone and data service to the planet’s farthest reaches, its employees were urged on by a culture that celebrated daring feats in pursuit of new business.

中國科技巨頭華為向全球擴張，為全球最偏遠的地區(qū)提供移動電話和數(shù)據(jù)服務所需的設備，在這個過程中，推崇以大膽舉動追求新業(yè)務的文化激勵著公司員工。

They worked grueling hours. They were encouraged to bend certain company rules, so long as doing so enriched the company and not employees personally, according to Huawei workers interviewed by The New York Times.

他們辛苦地長時間工作。據(jù)《紐約時報》采訪的華為員工說，他們被鼓勵違反公司的某些規(guī)定，只要這樣做能讓公司致富，而不是讓員工個人致富。

Employees at the company and people who have studied it have a name for its hard-charging corporate spirit: “wolf culture.”

公司員工和研究該公司的人，為其強硬的企業(yè)精神取了一個名字：“狼性文化。”

Now, the company’s aggressive ways have been cast in a new light. The United States has accused Meng Wanzhou, a top Huawei executive and daughter of its founder, of committing bank fraud to help the company’s business in Iran.

現(xiàn)在，該公司咄咄逼人的方式變得更加清晰。美國指控華為高管及其創(chuàng)始人之女孟晚舟為幫助該公司在伊朗的業(yè)務，犯下了銀行欺詐罪。

It is not clear precisely how Huawei’s culture shaped its dealings in Iran. But an intense will to get ahead, which helped propel it to the head of the global market for telecom network equipment, seems to have informed employees’ actions in previous cases that put the company under scrutiny.

目前還不完全清楚華為的文化是如何影響其伊朗業(yè)務的。強烈的前進愿望促使華為成了全球電信網(wǎng)絡設備市場的領(lǐng)軍企業(yè)，但在過去的幾起案例中，似乎也令員工作出了那些受到密切關(guān)注的行為。

Huawei workers have been accused of bribing government officials to win business in Africa, copying an American competitor’s source code and even stealing the fingertip of a robot in a T-Mobile lab in Bellevue, Wash. In 2015, Huawei’s founder and chief executive, Ren Zhengfei, said that as part of a company amnesty program, thousands of employees had admitted to violations ranging from fraudulent reporting of financial information to bribery.

華為員工被指控賄賂政府官員以贏得在非洲的業(yè)務，抄襲美國競爭對手的源代碼，甚至在華盛頓州貝爾維尤的T-Mobile實驗室竊取機器人的指尖。2015年，華為創(chuàng)始人兼首席執(zhí)行官任正非表示，作為公司赦免計劃的一部分，數(shù)千名員工承認了從財務信息造假到行賄等一系列違規(guī)行為。

In an emailed statement, a spokesman said that Huawei requires all employees to study and sign guidelines on business conduct every year. “At the heart of the guidelines is the principle of acting in accordance with all local laws and regulations,” said the spokesman, Joe Kelly. “Where employees are found to have acted outside these guidelines, the company takes decisive action which can include immediate termination of employment.”

華為發(fā)言人在一份電子郵件聲明中說，華為要求所有員工每年都要學習并簽署商業(yè)行為準則。“指導方針的核心是按照所有當?shù)胤煞ㄒ?guī)行事的原則，” 發(fā)言人喬·凱利(Joe Kelly)說。“如果發(fā)現(xiàn)員工違反了這些準則，公司會采取果斷行動，包括立即終止雇傭關(guān)系。”

Mr. Ren said in 2015 that Huawei had toughened its safeguards against employee misconduct. But the following year, in a speech that was emailed to employees, he acknowledged that many workers did not pay attention to internal rules and controls — perhaps, he said, because Huawei used to evaluate staff solely according to how much business they won.

任正非在2015年表示，華為已經(jīng)加強了對員工不當行為的防范。但第二年，在一封通過電子郵件發(fā)給員工的演講中，他承認，許多員工沒有注意內(nèi)部規(guī)則和控制——他說，這或許是因為華為過去只根據(jù)員工贏得的業(yè)務來評估他們。

More recently, in remarks that were emailed to employees, Mr. Ren said that it was important to enforce internal standards, but that this should not become a hindrance.

最近，任正非在發(fā)給員工的電子郵件中說，執(zhí)行內(nèi)部標準很重要，但這不應該成為一種障礙。

“If it blocks the business from producing grain, then we all starve to death,” he said, according to a transcript of his comments on a Huawei website.

根據(jù)華為網(wǎng)站上發(fā)表的一份文字記錄，他表示：“如果阻擾業(yè)務不能產(chǎn)糧食，那我們只有餓死。”

Ms. Meng’s arrest this month has darkened China’s relations with the United States, scrambling efforts by the two nations to ease a tense economic conflict. Washington has worked for years to undermine Huawei, regarding its products as potential vehicles for espionage and sabotage — something the company denies.

本月，孟晚舟被捕讓中美兩國的關(guān)系蒙上了陰影，使兩國緩解緊張經(jīng)濟沖突的努力陷入困境。數(shù)年來，美國政府一直致力于削弱華為，將其產(chǎn)品視為間諜和破壞活動的潛在工具——華為對此予以否認。

Security concerns about Huawei and other Chinese equipment providers are mounting among traditional allies of the United States.

在美國的傳統(tǒng)盟友中，對華為和其他中國設備供應商的安全擔憂與日俱增。

At the annual meeting of spy chiefs of the so-called Five Eyes countries, Huawei was among the topics discussed by senior intelligence officers from Britain, Australia, New Zealand, Canada and the United States, including Gina Haspel, the C.I.A. director, according to current and former officials. While there was no formal agreement to seek a ban of Huawei, the discussion shows the loose coordination Western security officials have pursued as they try to push the Chinese company out of agreements to build the next-generation mobile broadband networks, known as 5G, some of the officials said.

據(jù)現(xiàn)任和前任官員透露，在所謂的“五眼國家“(Five Eyes)間諜首腦年度會議上，包括中情局局長吉娜·哈斯佩爾(Gina Haspel)在內(nèi)的英國、澳大利亞、新西蘭、加拿大和美國的高級情報官員將華為作為討論主題之一。一些官員表示，盡管沒有達成尋求禁止華為的正式協(xié)議，但討論表明，西方安全官員試圖推動這家中國公司退出建設下一代移動寬帶網(wǎng)絡5G協(xié)議，并為此進行了松散的協(xié)調(diào)工作。

The pressure on the business is building. In Germany last week, Deutsche Telekom said it was taking seriously the “global discussion about the security of network elements from Chinese manufacturers.” On Monday, the Czech intelligence agency warned against the country working with Huawei and ZTE, another Chinese technology company.

華為面臨的壓力正在增大。上周在德國，德國電信(Deutsche Telekom)表示，它正在認真對待“來自中國制造商的有關(guān)網(wǎng)絡成分安全的全球討論“。周一，捷克情報機構(gòu)對該國與華為和另一家中國科技公司中興通訊的合作發(fā)出警告。

Huawei was founded in the late 1980s, during the tumultuous early years of China’s capitalist revival. Mr. Ren was an engineer in the People’s Liberation Army for nearly a decade before starting Huawei, and military values — tenacity, dedication, drive — have long suffused the company.

華為成立于1980年代末，當時正值中國資本主義復興初期的動蕩階段。在創(chuàng)辦華為之前，任正非曾在中國人民解放軍當過近十年的工程師。長期以來，華為一直貫徹著堅韌、奉獻、忠誠等軍隊價值觀。

In the early years, squads of Huawei salesmen crisscrossed China in sport utility vehicles peddling the company’s telephone switches to post offices. Employees were given mattresses so they could nap while working late nights.

早些年，華為的銷售團隊開著運動型多功能車穿梭于中國各地，向郵局兜售公司的電話交換機。公司給員工配備了床墊，這樣他們可以在公司工作到深夜，然后小睡片刻。

Company lore, as recounted in employee publications and admiring books by business professors, is heavy on stories of dogged staffers enduring physical hardship. They worked to keep telecom services running despite a terrorist attack in Mumbai and an earthquake in Algeria. They braved cold and sleeplessness to provide mobile coverage to climbers on Mount Everest.

員工刊物和商業(yè)教授們贊美該公司的書籍中描述了很多公司的傳奇，其中有大量頑強的員工忍受物質(zhì)困難的故事。在孟買恐怖襲擊與阿爾及利亞地震期間，他們?nèi)耘S持電信服務的正常運行。他們不顧寒冷和缺乏睡眠，為攀登珠穆朗瑪峰的登山者提供移動通訊服務。

Today, the working hours are still long at Huawei, although folding beds at work are more likely to be used for midday shut-eye than for all-nighters, according to three employees. Several Huawei staffers spoke to The New York Times on condition of anonymity, fearing reprisals.

如今，據(jù)三名員工表示，華為的工作時間仍很長，盡管上班時折疊床可能更多是用于稍事午休，而非通宵熬夜，幾名擔心遭到報復而要求匿名的華為員工對《紐約時報》說。

New hires at Huawei take part in a boot camp-style training course that involves morning jogs and classes on the company’s culture. Employees also compose and perform skits that illustrate how they would persevere and serve their customers in difficult environs, such as war zones, according to three Huawei employees.

華為新員工會參加新兵訓練營式的培訓課程，涉及晨跑和企業(yè)文化課程。據(jù)三名華為員工表示，員工還會自編自演小品，展示他們?nèi)绾卧谄D苦環(huán)境下堅持服務客戶，比如在戰(zhàn)區(qū)。

In a research lab in Huawei’s Shenzhen headquarters, a piece of framed calligraphy on the wall reads: “Sacrifice is a soldier’s highest cause. Victory is a soldier’s greatest contribution.”

在華為深圳總部的一個研究實驗室，墻上掛著一幅裝裱起來的書法：“犧牲是軍人的最高付出。勝利是軍人的最大奉獻。”

This intense work environment isn’t universally admired in China. Internet users savaged Huawei after a 25-year-old employee died of encephalitis in 2006. A spate of employee suicides led to more outrage in the Chinese media.

如此緊張的工作環(huán)境，在中國也會引來不滿。2006年，在一名25歲的員工因腦炎死亡后，華為遭網(wǎng)民猛烈抨擊。一連串的員工自殺更令中國媒體嘩然。

When it comes to staff conduct at Huawei, there are “red lines” that cannot be crossed under any circumstances, four employees told The Times. These include disclosing company secrets and breaking laws and sanctions.

談及華為的員工行為規(guī)范，四名員工告訴《時報》，有任何情況下都不能踩的“紅線”。其中包括透露公司秘密，違反法律和制裁禁令。

But in company parlance, there are also “yellow lines,” employees say. They say they are encouraged to ignore certain internal rules, such as a ban on using gifts or other inducements to win customers, if it benefits the firm to do so.

但員工說，公司用語中也有“黃線”。他們說公司鼓勵他們忽略某些內(nèi)部規(guī)定，比如禁止使用禮物或其他誘因贏取客戶，如果這么做會令公司受益的話。

For some people at Huawei, these lines may have become blurred as the company grew rapidly around the globe.

對于華為的一部分人，隨著公司在全球的迅速發(fā)展，這些線可能已變得模糊。

In 2002, Iraq’s government submitted to the United Nations a 12,000-page declaration on its weapons program, and Huawei was reported to have been named as one of dozens of foreign companies that broke an embargo and sold technology to Saddam Hussein’s regime. The company denied at the time that it had supplied equipment to Iraq. It said it had bid on two telecom projects in the country in 1999, but withdrew for commercial reasons.

2002年，伊拉克政府就其武器項目向聯(lián)合國遞交了長達12000頁的申報單，華為據(jù)報道是當時因違反禁令、向薩達姆·侯賽因(Saddam Hussein)政權(quán)出售技術(shù)被點名的幾十家外國公司之一。公司當時否認曾給伊拉克供應過設備。它說1999年曾在該國的兩個電信項目上投過標，但因商業(yè)原因放棄了。

Another test came in 2003, when Huawei was sued by Cisco Systems, the American maker of computer network equipment, for allegedly copying its software and even language from its instruction manuals. The two sides settled out of court.

另一次檢驗發(fā)生在2003年，當時華為被美國計算機網(wǎng)絡設備生產(chǎn)商思科系統(tǒng)公司(Cisco Systems)起訴，指控華為抄襲了它的軟件，甚至操作說明書中的表述。雙方后來庭外和解。

A decade later, T-Mobile said that Huawei employees had photographed and stolen a piece of a smartphone-testing robot named Tappy to help Huawei produce its own robot. Huawei acknowledged the transgressions and said the employees had been fired. A jury later awarded T-Mobile $4.8 million in damages.

十年后，T-Mobile稱華為員工拍照并竊取了一款名為Tappy的智能檢測機器人，以幫助華為制造自己的機器人。華為承認犯有過失，稱相關(guān)員工已被解雇。一個陪審團后來做出了向T-Mobile支付480萬美元賠償金的裁定。

Allegations of impropriety of other kinds trailed Huawei’s expansion into Africa. In Ghana, an anticorruption group said in 2012 that the company had sponsored the governing party’s election campaign in exchange for tax breaks. That year, a Huawei executive was also convicted in Algeria of bribing an official from a state-run telecom operator.

關(guān)于其他類型的不當行為的指控涉及到華為在非洲的擴張。在加納，一個反貪團體2012年稱該公司贊助了執(zhí)政黨的競選活動，以換取減稅。同一年，一名華為高管在阿爾及利亞因行賄國營電信運營商的官員而被定罪。

Huawei did not comment on the accusation in Ghana at the time. After the Algerian court ruling, the company said it took the court’s decision “seriously” and was reviewing the outcome.

華為當時對加納的指控未予置評。在阿爾及利亞的法庭判決之后，公司表示會“嚴肅”對待法庭的判決，并正在對結(jié)果進行核查。

In a 2013 New Year’s message that was published in an employee newspaper, Guo Ping, Huawei’s chief executive at the time, acknowledged that rapid growth had created problems and risks.

在發(fā)表在員工報紙上的2013年新年獻詞中，當時的華為首席執(zhí)行官郭平承認快速發(fā)展造成了問題和風險。

“Not long ago, high-speed growth was Huawei’s priority,” Mr. Guo said. “This helped Huawei mature quickly, but it also caused Huawei’s management to become negligent.”

“曾幾何時，高速增長是華為的優(yōu)先追求，”郭說。“這造就了華為的快速成長，也形成了華為粗放管理的詬病。”

Now, he said, “we must control the impulse to expand, and hold to account managers who spread themselves too thin.”

現(xiàn)在，他說，我們“要控制擴張的沖動，問責亂鋪攤子的主管。”

By then, Huawei had said it had halted expansion in one particularly sensitive market: Iran. Still, United States investigators now say the company broke the law in connection with its business there.

到那時為止，華為稱已停止了在一個格外敏感的市場的擴張：伊朗。但美國調(diào)查人員如今仍說該公司在該國的業(yè)務違反了法律。

Huawei entered the Iranian market in 1999. Within a decade, the Chinese Embassy in Tehran was boasting that 130 cities in the country were connected to Huawei’s fiber optic network.

華為進入伊朗市場是在1999年。不到十年，中國駐德黑蘭大使館已聲稱該國130個城市都連上了華為的光纖網(wǎng)絡。

“The Iranian telecom market’s reliance on Huawei’s products is growing day by day,” a 2009 article on the embassy’s website said. “Huawei has become the Iranian telecom market’s main hardware supplier.”

“伊朗通訊市場對華為的產(chǎn)品和服務的依賴度日益增長，”使館網(wǎng)站上一則2009年的文章寫道。“華為已成為伊朗通訊市場最主要的硬件供應商。”

Soon thereafter, the United Nations and the United States imposed new sanctions against Iran’s nuclear program. In 2011, Huawei said it would not sign new contracts in the country, citing the “complicated” situation there. It also said it would limit its business with existing customers.

此后不久，聯(lián)合國和美國對伊朗的核計劃實施了新的制裁。2011年，華為引述該國的局勢“復雜化”，稱不會在該國簽署新的合約。它還表示將限制其與當前客戶的業(yè)務。

The accusations against Ms. Meng, Huawei’s chief financial officer, stem from events in 2013.

對華為首席財務官孟晚舟的指控源于2013年的活動。

According to an affidavit that was made public during Ms. Meng’s bail hearing, Huawei used a company called Skycom as an unofficial subsidiary for doing business in Iran. The filing, which contains information provided by the United States, says that Ms. Meng concealed Skycom’s link to Huawei to reassure HSBC and other banks that Huawei was not violating American sanctions against Iran.

根據(jù)在孟晚舟的保釋聽證會上被公開的一份宣誓書，華為利用一家名為星通的公司作為在伊朗開展業(yè)務的非官方子公司。該文件同時包含美國所提供的信息，稱孟晚舟隱匿了星通和華為的關(guān)聯(lián)，以使匯豐銀行及其它銀行確信華為沒有違反美國對伊朗的禁令。

As a result, HSBC and its American subsidiary had cleared more than $100 million in transactions with Skycom in Iran by 2014, the affidavit says.

結(jié)果，據(jù)宣誓書說，截止2014年，匯豐銀行及其美國分行為星通處理了在伊朗的逾1億美元財務交易。

Huawei still has a presence in Iran. At a cellphone bazaar in Tehran is a store that specializes in the company’s devices.

華為在伊朗仍有業(yè)務。在德黑蘭的一處手機巴扎，有一家該公司設備的專賣店。

Inside, a shopkeeper, Hamed Hajipour, says Huawei’s phones are popular in Iran. Mr. Hajipour, 29, has even had his name tattooed in Chinese characters on his arm.

店主哈麥德·哈吉普爾(Hamed Hajipour)在店里說，華為的手機在伊朗很受歡迎。29歲的哈吉普爾甚至把他的中文名字紋到了手臂上。

“I love everything about China,” he said. “It’s a great and powerful country.”

“我喜愛關(guān)于中國的一切，”他說。“那是個偉大強盛的國家。”