黄卫伟主编的这本《价值为纲（华为公司财经管理纲要）》系华为公司内训系列丛书的第三部，全面阐述华为公司财经管理团队作为一个价值整合者，如何服务和监管业务扩张及价值创造的理念、政策和规则。本书的所有内容均摘自华为公司内部公开的高管的讲话、文章以及经营管理团队（EMT）和华为财经体系的文件，并一一注明了出处。同样，各章内容的编排，在每一个标题下，遵循历史的顺序，时间跨度从公司成立一直到2017年6月。这样的编排方式有助于读者研究华为公司财经管理哲学的演进及其内在一致性。

黄卫伟，北京市人，1951年10月11日出生，中国人民大学商学院教授，研究方向：运营管理、创业管理、管理政策。1996年起，受聘担任华为技术有限公司高级管理顾问至今，现为华为公司首席管理科学家，曾作为执笔人参与起草《华为公司基本法》。

Part I Expansion and Control
Huawei's Business Goal
1.1 Pursuing Sustainable and Profitable Growth
1.1.1 Seeking to Survive as a Legal Entity Beyond
Life-Span Constraints of Natural Persons
1.1.2 Huawei Only Exists to Serve Its Customers
1.1.3 Inspiring Passion Across the Company Through Steady Growth
1.1.4 Being an Industry Leader and Leading Industry Development
1.2 The Meaning of Sustainable and Profitable Growth
1.2.1 Pursuing Profitable Growth, Healthy Cash Flow, and Light-Asset Operations
1.2.2 Continuously Improving Huawei's Core Competencies
1.2.3 Building a Healthy and Friendly Business Ecosystem
1.2.4 Pursuing Huawei's Long-Term Value
1.2.5 Sharing Gains Based on the Capital and Labor Invested
1.2.6 Passing Market Pressure Down Through Each
Layer of the Company to Make Sure Our Internal
Response System Remains Active
2 Huawei's Competition Strategy: A Financial Perspective
2.1 Continuing to Invest Boldly to Seize Strategic Opportunities
2.1.1 Seizing Strategic Opportunities Ensures Success
While Missing Them Leads to Failure
2.1.2 Increasing Future-Oriented Investment When the
Market Is Experiencing a Cyclical Downturn
2.1.3 Avoiding Opportunism and Having Strategic
Patience in an Era of Big Opportunities
2.2 Working Together Towards the Same Goal and Deciding
What Not to Do in Order to Do Something Great
2.2.1 Concentrating High-Quality Resources on Core
Business and Strategic Opportunities to Establish
and Reinforce Strengths
2.2.2 Narrowing Strategic Focus to Become an Industry
Leader
2.2.3 Maintaining a Narrow Focus to Make
Breakthroughs
2.2.4 Never Wasting Strategic Resources on Non-strategic Opportunities
2.3 Innovating to Create Greater Value for Customers and the Company
2.3.1 Placing More Emphasis on Value Creation Than on Cost Savings
2.3.2 Changing the R &D Spending Structure and
Increasing the Proportion of Investment in
Research and Innovation
2.3.3 Ensuring Sufficient Customer-Facing Budgets
2.4 Digging In and Widening Out
2.4.1 "Digging In": Ensuring Investments in Improving
Core Competencies and Preparing for the Future
2.4.2 Constantly Tapping into Internal Potential and
Lowering Operating Costs to Provide Higher Value Services to Customers
2.4.3 Sharing More Value with Customers and Treating
Upstream Suppliers Generously
2.4.4 Never Pursuing Low Prices, Low Costs, or Low Quality
……
Part II Value Management
Epilogue
Acronyms