The "ZTE Incident" was dismissed from the company’s senior management and revealed the inside story.
On the evening of July 6th, Yema Finance obtained a farewell letter from Zhang Zhenhui, the newly dismissed executive vice president (EVP) of ZTE and head of global marketing — — Looking back, I saw my path, lie in levels of deep shadow — — Farewell, my little friends.
Talking about the feeling of leaving his job, Zhang Zhenhui made it clear twice in his open letter that he was "deeply humiliated".
On the evening of July 5, 2018, ZTE issued an announcement, revealing the proposal on the appointment and dismissal of senior executives reviewed and approved by the company’s board of directors. One of the main contents of the proposal is: Zhao Xianming will no longer be employed as the company’s president, and five people, including Xu Huijun and Zhang Zhenhui, will no longer be employed as the company’s executive vice presidents, and they will not work in the company.
Yema Finance has carefully compared and verified the details involved in the above-mentioned open letter to all employees, and the authenticity and credibility of the open letter are high.
For example, Zhang Zhenhui reviewed his 18 years working in ZTE in an open letter. Sorting out Zhang Zhenhui’s resume information scattered in the full text of the open letter shows that:
In 2001, 27-year-old Zhang Zhenhui graduated from university and joined ZTE’s Beijing project team as an ordinary salesman. From October 2002 to the end of 2005, he entered the Shijiazhuang office of ZTE and began to take up management positions.
In 2006, Zhang Zhenhui was appointed as the deputy general manager of the business department in Taiyuan office of the company, and was also appointed as the general manager of the fifth district of 3rd battalion. In April, 2009, Zhang Zhenhui was transferred to Sanying Telecom Director’s Office as Telecom Director.
Until the beginning of 2014, Zhang Zhenhui was officially promoted to SVP (Vice President) of ZTE, and entered the ranks of company executives, in charge of the entire third battalion of ZTE with a revenue of nearly RMB 30 billion. At the end of December 2015, Zhang Zhenhui was promoted from SVP to EVP (Executive Vice President) and entered the "Standing Committee Team" of the company.
The time and position information involved in the resume is consistent with the announcement information of listed companies.
In addition, the open letter also involves such expressions as monographs, proposals, management tools, corporate culture, and the details of wording, sentences and quotations are consistent with ZTE’s corresponding public information.
In the open letter, Zhang Zhenhui said, "For well-known reasons, I have nothing to do with this incident … … For the next step of the company’s development and the arrival of time T0 as soon as possible, despite deep humiliation, every executive, including me, resolutely fulfilled the requirements of the settlement agreement signed by the company and all chose to leave! "
Since the "ZTE incident" occurred on April 16, 2018, until mid-June, Zhang Zhenhui still firmly believed that he would continue to fight with the company.
However, the final outcome is "in the war of science and technology ‘ White terror ’ Next, all EVPs of the company, including me, have all signed the resignation agreement, and have officially stepped down and left the company. "
On the day of the handover of the new and old management of the company, Zhang Zhenhui, who has worked in ZTE for 18 years, stood in front of his office on the fifth floor of the R&D building of ZTE headquarters, lost in thought, feeling "mixed feelings" and feeling that "life is like a trip, and I am also a pedestrian. Looking back, I saw my path, lie in levels of deep shadow. "
Talking about the new management team just formed by ZTE, Zhang Zhenhui said, "The members of the new team are all comrades who fought together before, and they are all recognized doers inside and outside the company. They all have long-term experience in various positions and rich management experience. They all have strong combat effectiveness and deep ZTE feelings."
At the end of the open letter, Zhang Zhenhui sent a message to the new management, "You must carry the banner of ZTE. You are not only shouldering the expectations of the company’s 80,000 employees, but also shouldering the heavy responsibility of continuing to revitalize the national communication industry in China. It is also very important that you still shoulder the expectations of our generation of ZTE people. The departure of our generation of ZTE people hopes to get a better future for the company. I hope that you, Do not forget your initiative mind, will forge ahead and create a better future for ZTE and a new situation for China’s national communications industry! "
In his open letter, Zhang Zhenhui systematically reviewed his 18 years of work in ZTE. In his view, "very unfortunate" appeared in the first quarter of 2016, and ZTE experienced the biggest crisis in history at that time. "We later called it the A incident."
According to the public information, the "A incident" referred to by Zhang Zhenhui should mean that in March 2016, the US government believed that ZTE illegally exported high-tech products made in the United States to Iran, and four companies, including ZTE and three subsidiaries, were blacklisted by the US Department of Commerce. Later, ZTE reached a "reconciliation" agreement with the US Department of Commerce and other departments, and ZTE agreed to pay a fine of 890 million US dollars.
Zhang Zhenhui witnessed the whole process of the initial negotiation of the "A Incident". In an open letter, he recalled, "As the head of the company’s negotiating team in Washington, DC, the A incident of that year was lifted in less than three weeks, and the US Department of Commerce suspended the sanctions. The hardships were very understandable."
At that time, he often told his colleagues, "After the A incident, the company’s endurance will inevitably improve after this ordeal. In the face of the disaster, ZTE people are strong and hold on, and actively negotiate, so that the US government can see our determination to face the future strong, resolute and better compliance development, and promote us to take a solid step towards the development of global multinational enterprises. In the long run, this event is a watershed for ZTE and a landmark event. "
On April 16, 2018, the US Department of Commerce made a decision to activate the refusal order, which caused ZTE to quickly fall into a shock crisis, and ZTE immediately announced the suspension of trading in A shares and H shares. On the same day, Zhang Zhenhui was on an international business trip.
After learning this news, Zhang Zhenhui was deeply saddened. "I remember that it was 3 am local time when I left dubai international airport. After arriving at the residence, I couldn’t sleep at all, staring at dawn. "
After a difficult breakthrough in the handling of the "A Incident" in 2016, ZTE established a global marketing department, covering all business areas of global marketing. On December 21, 2016, Zhang Zhenhui went to ZTE’s Shenzhen headquarters to take up the post of new global marketing leader.
When talking about the global marketing department of the company, Zhang Zhenhui commented, "This is the real meaning in the history of ZTE ‘ Global ’ A game of chess works. "
On the one hand, the reason for the establishment of the global marketing department was that the arduous post-A event was being negotiated at that time, and on the other hand, the reason was actually related to ZTE’s friend Huawei in the same city. "Our friends in the same city have made great strides in recent years and quickly opened the gap with us. It is in this context that global marketing carries the dream and mission of the company’s future system products to develop faster. "
In the open letter, Zhang Zhenhui repeatedly mentioned Huawei, a friend of the same city with its headquarters in Shenzhen.
"Thanks to Huawei, our friend in the same city, for 18 years. In the past 18 years, in addition to the name ZTE, the name huawei has always been remembered in the line. No matter how hard we fight on the battlefield, we have to admit that Huawei, like ZTE, is a banner of China national communication enterprises. " Zhang Zhenhui said.
For the fierce competition between friends and businessmen in the same city, Zhang Zhenhui, as the head of global marketing, believes that "ZTE has been growing and coming to this day in the process of fighting with Huawei.
In a sense, without Huawei’s leading all the way, there would be no ZTE today, and it is precisely because of ZTE’s continuous catch-up that Huawei has made great strides! "
In the heart of Zhang Zhenhui, who has just experienced hardships with ZTE, "I sincerely hope that a national communication enterprise like Huawei can always stand up and face all kinds of challenges that will inevitably occur in the future!"
Looking back, I saw my path, lie in levels of deep shadow — — Farewell, my little friends
Read "Zhuangzi", "Life between heaven and earth, if a blink of an eye, suddenly". Yeah, all of a sudden. It has been 81 days since the April 16 incident. After the 4/16 incident, I, like everyone else, live like a year every day, hoping that time T0 will come at the next dawn every day.
Just yesterday, July 5, 2018, for the arrival of the company’s T0, for the company’s performance and for the company’s tomorrow, I officially signed my name on the agreement to terminate the labor contract with ZTE, which has served for 18 years.
When the 4/16 incident happened, I was on an international business trip and went to a country to sign a comprehensive strategic cooperation agreement with a well-known operator. Turn on your mobile phone the first time you land, and dozens of missed calls have already explained the seriousness of the situation. In the A incident in 2016, it only took more than two weeks from the incident on March 7, 2016 to the suspension of sanctions issued by the US Department of Commerce on March 22. This year, the crisis has come again. This time, can you lift the company’s crisis as soon as possible in a shorter time? At that time, I was in dubai international airport, and I was thinking about this problem the most.
After the incident, my 15,000 global marketing soldiers and I have been adhering to the [first-and second-level working mechanism] and operating in an orderly manner to deal with the crisis on the premise of adhering to compliance.
For well-known reasons, I have nothing to do with this incident, so I firmly believe that I will continue to fight with my friends until mid-June. But as a result, until the last day of the performance, all EVP and many comrades of the company were spared. For the next step of the company’s development and the arrival of time T0 as soon as possible, despite deep humiliation, every senior executive, including me, resolutely fulfilled the requirements of the settlement agreement signed by the company and all chose to leave!
This afternoon, according to the arrangement, the new and old teams of the company will hand over their work. I have mixed feelings about this scene. I have been in ZTE for the 18th year. I stood in front of my office window on the fifth floor of the R&D building, looking far and wide, with few people walking, looking back and meditating on my own dribs and drabs in the past 18 years.
"2001: Starting the Journey of ZTE"
In 2001, I joined ZTE at the age of 27, and joined the Beijing Big Project Team with the work number of 20010310009948. As a doctoral student, I started as an ordinary salesman and started my road to ZTE. At that time, as one of the first markets to open up after reform, China Telecom’s basic network was experiencing the high-priced monopoly era of the so-called "seven countries and eight systems" and was interrupted by the rise of local manufacturers represented by "Great Jin Zhonghua".
Shijiazhuang office was my first stop in ZTE’s management position. At that time, Hebei market had a single product, and the wireless market share was zero. The office made a major mistake in the bidding of Netcom PHS and Unicom CDMA, and none of the 11 cities won the bid, and the customer relationship dropped to freezing point. On October 8, 2002, I went south from Beijing in a daze and started my journey.
After more than three years of hard work, Hebei Netcom and ZTE have established a very good strategic cooperative relationship, and made major breakthroughs in ADSL and PSTN, occupying a high-level network structure; The new operator market continued to expand, with Baoding Mobile GSM Experimental Bureau as the breakthrough. By the time I left Shijiazhuang office at the end of 2005, Baoding wireless market share had exceeded 30%. When I handed this report card to my successor manager at the end of 2005, it actually laid the foundation for the Shijiazhuang office to win the company’s "Competition Excellence Award" for two consecutive years in 2006 and 2007.
I am proud that, just three years after I joined the company, ZTE has become the fourth largest partner of China Unicom Group in CDMA field, with a market share close to 20%. By 2004, ZTE’s revenue was close to 21.2 billion yuan, and H shares were listed in Hong Kong. It was also in this year that Hou Dong won the "CCTV China Economic Person of the Year".
It was also in this year that my monograph "Research on Competitive Advantage of China Telecom Enterprises in Dynamic Environment" was officially published in China Finance and Economics Press & HELIP; …
"2006: 17 nets in five districts"
At the beginning of 2006, I rotated to Taiyuan office on the other side of Taihang Mountain. Five months later, I was promoted to deputy general manager of the division, that is, the third-level leader of the company, and appointed me as the district manager of the fifth district of 3rd Battalion at that time. I am running around, fighting with everyone in North China, Central Plains and Northwest China. At that time, it was at the critical moment of 3G bidding. There were 18 networks in six provinces in the five districts. By the beginning of 2009, the fighting really ended, and the five districts won 17 of the 18 networks in six offices (except Tianjin Telecom).
It can be said that the 3G bidding campaign basically laid the pattern of 4G in the provinces under the jurisdiction of the five districts, creating opportunities for benign development! Especially in the CDMA project of Gansu Telecom in 2009, under the circumstance that a friend has got the notice of winning the bid in the whole province through low-price bidding and started delivery in various cities, the soldiers have won 50% market share! Lanzhou office invited me to send a message when "Northwest Style" was first published, which is still fresh in my memory:
In 2009, opportunities and opportunities coexist, dreams and ideals of Qi Fei. With this poem, I wish the Lanzhou office, together with the district, good news for the Division.
Qinghai Changyun is full of snow-capped mountains, and the spring breeze is warm at the source of the three rivers;
But let the northwest people be there, and make a big splash outside Yumen Pass!
"2009: Battle for China Telecom Market"
In April 2009, I was transferred to the Office of Director-General of 3rd Battalion Telecom, and took over the post of Director-General of Telecom for five years. At that time, in the 3G bidding project that was about to end, the Office of the Director-General of Telecommunications and the Telecom Group failed to establish effective communication and trust, and many provincial capitals and most developed coastal cities were lost. Based on years of experience and accumulation in the telecommunications market, the company has placed very high expectations on the telecommunications market, such as high-end data products, hoping for a major breakthrough.
Since the end of 2009, M6000 has been promoted. Through continuous efforts, by 2011, M6000 was the first finalist in China, and the share of each new share was over 40%. At the same time, the Office of the Director-General of Telecommunications began to aim at the new direction CR (known as the "Everest" on the wired communication network-high-end data trunking router). It took five years from the beginning of operation to the real shortlist, and the hardships in the process are hard to describe.
At that time, our early products had a generation gap with the industry benchmark enterprises. Through continuous efforts, in the field of data products where everyone did not have enough confidence and the competition pressure was very high, the Office of the Director-General of Telecommunications set a high goal from top to bottom. This goal is the mission, and this goal is the feelings. In 2014, ZTE CR product T8000 trunking router was officially selected by China Telecom!
In 2013, the last year of my resignation as Director of Telecommunications, the first battle of China’s 4G construction was ushered in: the first phase of 4G bidding in seven cities in four coastal provinces of China Telecom (Guangdong, Jiangsu, Zhejiang and Shanghai). In this decisive battle that concerns the overall situation, I and I
Our friends beat Huawei, won 42% of the first market share, entered six cities, and established ZTE’s position in the China 4G market in World War I!
It was during the years of Director-General of Telecom that I put forward the concepts of KCRM management and S-level large-scale project management from the management point of view, and fully implemented them within the Office of Director-General of Telecom. From the KCRM dimension, through several years of refined management, the brand building of ZTE has been greatly improved, and the strategic partnership between ZTE and China Telecom has been greatly consolidated. The morale of the team continues to rise, the employees look brand-new and the team’s combat effectiveness continues to strengthen.
"2014: Four Tables and KCRM, S-level Project Management"
In the communication market in 2014, the competitive environment was even worse. On the other hand, with the continuous development of mobile Internet, the pipeline of operators was inevitable, and the operating environment of operators continued to deteriorate, accelerating the transfer of operating pressure to downstream suppliers.
At the beginning of 2014, I was officially promoted to the company leader and SVP, and took over the 3rd Battalion which Adam Gao had carefully managed for 8 years. From 2006 to 2013, when Zeng was in charge of the 3rd Battalion, the revenue scale of the 3rd Battalion was increased from the early 10 billion to nearly 30 billion. I stand on the shoulders of giants, feeling uneasy.
"Figure is difficult to its easy, is greater than its fine. The world is difficult, and it must be easy; Great things in the world must be done in detail. " It is from 2014 that 3rd Battalion, from management, determined the general idea of spiraling upward from "management promotion", "management deepening" and then "management optimization". In terms of operation, focusing on the "four-sheet assessment", we strive to improve KCRM and MKT’s two capabilities, grasp both hands and be hard, comprehensively implement S-level large-scale project management, and establish innovative management measures such as "major project combat headquarters" and "after-sales project group management", which effectively improve the operating efficiency; Launch the national tour of "Big Exhibition Car" to continuously enhance the brand value of ZTE!
"2016: Double BG Operation &A Event"
On December 28th, 2015, at the general meeting of all cadres of 3rd Battalion, the company officially announced the integrated operation plan of the 3rd Battalion and the terminal China, and I was responsible for it. It was also on that day that I was promoted from SVP to EVP and joined the "Standing Committee" of the company.
It was at that meeting that I officially announced that the New 3rd Battalion had entered a state of "life-and-death combat", and it was forbidden to do so unless it happened overnight. From that moment on, an army continued to fight bloody battles in the system network products, and it was necessary to make every effort to achieve the final and decisive victory of "anti-encirclement campaign" (a friend of the same trade made a special action against ZTE: "encirclement campaign"); Another army should be reborn from the ashes to realize the revival of the great terminal China at the terminal side.
At the end of a quarter, I wrote to all the soldiers a proposal entitled "Together, Fight Together, Win Together" and once again called on everyone:
Together Brothers, the profit is cut off! Looking back after many years, we will be proud of today’s struggle! … … Just like the rebirth of the alpine eagle, as long as you have the courage to constantly change, you can go further in the future! Integrated operation of the new three battalions, integration, change, learning, innovation, running! All the seas are brothers, who is the traveler? Besides, I’m connected to a tree and I’m the same as my son.
Unfortunately, in the first quarter of 2016, the company experienced the biggest crisis in history at that time: we later called it Event A, and I experienced the whole process of initial negotiations. As the head of the negotiating team of the company in Washington, D.C., the A incident of that year was lifted in less than three weeks, and the sanctions were suspended by the U.S. Department of Commerce. The hardships were very understandable.
At that time, I often told my friends that after the A incident, the company’s endurance will inevitably improve after this ordeal. In the face of the disaster, ZTE people are strong and hold on, and actively negotiate, so that the US government can see our determination to face the future strong, resolute and better compliance development, and promote us to take a solid step towards the development of global multinational enterprises. In the long run, this event is a watershed and a milestone for ZTE.
"2016: New Normal, New 3rd Battalion"
In the past few years before 2016, what impressed me most in the 3rd Battalion was the S-level project manager responsibility system and KCRM. Under the increasingly powerful competition from the main rivals, the 3rd Battalion has kept the competitive difference ratio reduced, and behind each project, the strong combat effectiveness of the 3rd Battalion soldiers is reflected!
From 2016, faced with a new historical mission and a new historical stage, the structure of the New 3rd Battalion has also been adjusted, and a strong local team has been formed at the local level. The "55 Towers" have established a local district department, opening a fast-growing organizational channel.
In 2016, under the "new normal" of the downward macro-environment, the gradual shift of pressure from operators and compliance management, the soldiers of the 3rd Battalion adhered to compliance management in accordance with the idea of "starting from the end", and under the guidance of the spirit of "seeking truth and being pragmatic, striving for innovation", intensively cultivated their operations and continuously optimized their spirals in management, and the "S-class big projects" achieved remarkable results in both management and management; The national tour of "Big Car Show" continued to improve the brand image; Five "Beidacang" markets have gorgeous hats off … …
"2017: Global Marketing & Business Battle, Major Construction"
At the end of 2016, the company decided to set up global marketing. This is a truly "global" chess game in the history of ZTE. On December 21, 2016, I was in a wheelchair (at that time, my left achilles tendon was broken due to sports) from Beijing to Shenzhen headquarters to take up my new post: global marketing director.
At that time, on the one hand, from the overall situation, the company was in the late stage of arduous negotiations on the A incident. On the other hand, our friends in the same city have made great strides in recent years, rapidly widening the gap with us. It is in this context that global marketing bears the dream and mission of the company’s future system products to develop faster. At that time, I was in a wheelchair and on crutches. I felt great pressure, but my motivation was also great. This pressure comes from the trust and expectation of company leaders and employees, and this motivation comes from the mission and sense of responsibility of never giving up!
Immediately after the establishment of global marketing, an integrated organizational operation framework of "business main battle, specialty main construction" was established, and the core business measures of "focus", "specialty" and "sharing" were resolutely implemented, and compliance management was adhered to, covering all business fields of global marketing in an all-round way; Comprehensively strengthen the "four-sheet assessment", continue to promote the "S-level +Top project and KCRM" two management tools, form a learning atmosphere of "comparing, learning, catching up, helping and surpassing" in global marketing, and conduct a regular skill contest for all staff, improve professional ability in various fields, and continuously improve the ability and level of customer relationship management.
"Husband aspires to the four seas, but Wan Li is still close to her neighbors". Since the establishment of global marketing one year ago, I have fought side by side with my global partners and traveled all over the world. The number of business trips in the whole year exceeded 200 days, covering more than 20 provinces and cities in China and more than 30 countries and cities in the world. The annual flight mileage reached 600,000 kilometers. Global marketing partners, with concerted efforts and efficient cooperation, the pattern of key products of the company in big countries and big T has been continuously improved, and the professional ability in various fields has been continuously improved.
By 2018, the systematic management of global marketing will begin to see results. Major operators in the world began to deepen or broaden their cooperation with ZTE substantially, such as the bidding project of VDF’s four-country wireless project in Africa, the first global 5G network of Ooredoo Group in Qatar, such as the modernization project of Telefonica Group’s bearer network, and so on.
Just as the global marketing soldiers strode forward, the 416 incident came and the progress came to an abrupt end. I was saddened to learn the news on my international business trip. I remember it was 3 am local time when I left dubai international airport. But after arriving at the residence, I couldn’t sleep at all, staring at the dawn.
Looking back to the mountain path, the mountains green and boundless green. It’ s really 18 years, and the success or failure of every battle is vivid; The planning of every project is still fresh in my memory; The change of every post brings me new challenges. When I signed my name on the document to terminate the labor contract, the past scenes were replayed in my mind, and the pace of time was always moving forward.
Farewell! My friends!
My heart is bright, so I can’t say anything. Be grateful to your peers.
Grateful for the platform provided by the company for 18 years. I started as the most basic account manager, experienced many positions and participated in many battles, which was the stage provided by ZTE, allowing me to show what I have learned and what I can.
As a doctor of management who graduated from Southeast University, it is precisely because of ZTE’s world-class practice stage that I constantly combine theoretical knowledge with practice and enrich and enhance my life perspective. Management tools such as S-level large-scale project management, KCRM concept, and four-sheet assessment all integrate management skills with practical experience, and are constantly verified and improved in the process.
Over the past 18 years, it has been a step-by-step platform provided by ZTE, which has provided me with enough space to display my talents and ambitions.
Grateful for the help of successive company leaders in the past 18 years.
I still remember the teachings and help of founder Hou Dong, and the core values can’t be forgotten so far: mutual respect and loyalty to ZTE; Sincere service, condense customers; Strive for innovation and integrate ZTE’s famous brands; Scientific management, improve enterprise efficiency.
I still remember, President Shi, after the establishment of the new 3rd Battalion, the instruction that "the new 3rd Battalion will reach a new level through new planning"; I still remember Chairman Yin’s "Banyan Strategy" and "Leadership’s attention is productivity";
I still remember what President Zhao put forward: "Starting from the end, thinking deeply, being surprisingly upright", "sincere attitude, professional ability and dedication";
I would also like to thank my other leaders in ZTE, such as Zhang Xiumei, Zu Yinchang, Shi Ligong, Zhang Chuanhai, Adam Gao, Fan Qingfeng and Tian Wenguo. From them, from different angles, they have enriched my life coordinates.
Grateful for the past 18 years, the friends have gone through the storm. Since we started 18 years ago, we have struggled together and faced powerful competitors in the same industry. Together, we have overcome difficulties one by one and solved problems one by one. We are not only brave enough to make moves, but also good at taking them, so as to achieve "hoof disease and steady steps", and we have been in the same boat through thick and thin, and Do not forget your initiative mind has strengthened our peers.
Thanks to Huawei, our friend in the same city, for 18 years.
In the past 18 years, in addition to the name ZTE, the name huawei has always been remembered in the line. No matter how hard we fight on the battlefield, we have to admit that Huawei, like ZTE, is a banner of national communication enterprises in China. It is in the process of fighting with Huawei that ZTE has grown and come to this day.
In a sense, without Huawei’s leading all the way, there would be no ZTE today, and it is precisely because of ZTE’s continuous catch-up that Huawei has made great strides! I sincerely hope that a national communication enterprise like Huawei can always stand up and face all kinds of challenges that will inevitably occur in the future!
General Jin Yinan said, "The greatest contribution of soldiers to the country is not sacrifice, but victory". However, just yesterday, under the background of Sino-US trade war and the "white terror" of science and technology war, all EVPs of the company, including me, have signed the resignation agreement, and have officially resigned and left the company. Such a departure is really undesirable and deeply humiliating.
However, for the company’s next development and better future, we resolutely fulfilled the requirements of the settlement agreement signed by the company and all chose to leave without regrets.
This afternoon, the new and old management teams of the company will also formally hand over their work. The members of the new team are also comrades-in-arms who fought together before this. They are all recognized doers inside and outside the company. They all have long-term experience in various positions, rich management experience, strong combat effectiveness and deep ZTE feelings.
Boys of the new management team, you must carry the banner of ZTE. You are not only shouldering the expectations of the company’s 80,000 employees, but also shouldering the heavy responsibility of continuing to revitalize the national communication industry in China. It is also very important that you still shoulder the expectations of our generation of ZTE people. The departure of our generation of ZTE people hopes to get a better future for the company. I hope you, Do not forget your initiative mind, will forge ahead and create a better future for ZTE and a new situation for the national communication industry in China!
Life is a difficult journey, you and I are a passer – by, like in different hotels stop and go, go and stop. Looking back to the mountain path, the mountains green and boundless green.
Farewell! My friends!
Zhang Zhenhui
July 6, 2018
