????在今年的巴塞羅那移動通信世界大會（Mobile World Congress）上，華為（Huawei）以浩大陣勢出席，令人難以忽視。每位與會者一下飛機，映入眼簾的就是這個中國電信巨頭的電子廣告。到了會場，華為的大型展臺不是一個，而是兩個——其中一個展示面向消費者的華為手機和平板電腦，另一個展示面向各運營商的華為電信設備。華為還在加大力氣宣傳一款新設備——Ascend P2，宣稱它是“全球速度最快的智能手機”。

????但在這樣龐大的聲勢之外，許多人仍在質疑華為能否吸引消費者，能否和蘋果（Apple）以及三星（Samsung）等業(yè)界重量級選手展開有效競爭，能否突破美國政府設下的障礙，將通信網(wǎng)絡基礎設施產(chǎn)品出售給美國電信運營商，特別是在北美市場。同時，雖然華為以開放和透明自稱，但它的組織結構對外界來說依然是霧里看花（創(chuàng)始人任正非從不和媒體打交道，三名輪值CEO每半年輪換一次）。在本次大會上，華為輪值CEO郭平罕見地接受了《財富》雜志（Fortune）的采訪，介紹了這家公司最近推出的產(chǎn)品，與眾不同的管理制度，以及華為宏大的美國及全球市場計劃。本次采訪由翻譯協(xié)助完成，部分內容摘錄如下：

華為的管理結構與眾不同。它是如何運作的？

????我想可以先向你介紹一下這個輪值制度是怎么建立起來的。那是在2004年，美世（Mercer，紐約一家咨詢公司）幫我們組建了高級管理團隊。他們最初建議由任正非先生擔任董事長。但任先生不希望這樣安排，也不想成為這樣的董事長。他希望這個職位由各位高管輪流擔任。2004-2012年期間，他也是這么做的。也就是說，以前有8個人輪流執(zhí)掌大權。后來到了2012年，有3個人成為輪值CEO。這個管理角色主要有兩項責任，第一是為財務業(yè)績負責，第二是負責處理緊急事件和化解危機。其他7名高管作為一個團隊共同決策，比如提升高層管理人員或調整薪酬結構。任期結束的輪值CEO會回到這個7人團隊中參與集體決策。

那么每個決策都是由集體共識驅動的嗎？

????不同的問題有不同的決策機制。一些問題可以由輪值CEO自行處理，一些問題要獲得多數(shù)人同意，還有一些問題需要提交董事會審批。所以我們每個月都要召開董事會全體會議。另外7名高管也是董事會成員。

誰負責制定公司的愿景？是任先生嗎？

????任先生會出席每個月的董事會會議。他也是董事，但不是7人高管決策團隊的成員。因此，我們的2013年經(jīng)營目標和業(yè)務計劃需要得到董事會批準。也就是說，董事會、7人高管決策團隊和輪值CEO各有各的責任和權力。

????Huawei's massive presence at this year's Mobile World Congress in Barcelona couldn't be missed. Conference-goers were greeted with the Chinese telecom giant's electronic ads as soon as they stepped off the plane in the Spanish city. The company set up not one but two sprawling booths at the show -- the first to showcase its line of consumer handsets and tablets, and the other to display its telecom equipment products for carrier customers. The company also made a big splash with a new device, the Ascend P2, which it touted as the "world's fastest smartphone."

????But for all of the noise Huawei made at this year's mobile confab, many -- particularly in the North American market -- remain skeptical about the company's ability to hook consumers, effectively compete with heavyweights like Apple (AAPL) and Samsung, and get past the U.S. government's efforts to block it from selling network infrastructure equipment to local carriers. And, despite its claims of openness and transparency, Huawei's corporate structure remains obscure. (The company's founder, Ren Zhengfei, never talks to the media; its three "rotating CEOs" shift power every six months.) In a rare interview, Huawei's acting CEO Guo Ping sat down with Fortune at Mobile World Congress to discuss the company's recent product launches, its unusual leadership arrangement, and its global ambitions -- U.S. market included. Here is an excerpt of the conversation, which was conducted with the help of an interpreter:

Your leadership structure is unusual. How does it work?

????I think first of all I can introduce to you how we came to this system of rotating. I remember that in 2004 Mercer [a New York-based consulting firm] helped us establish our executive management team [EMT]. Their initial proposal was that Mr. Ren would be the chair of the EMT. However, Mr. Ren did not want to work like that and he did not want to take such a chair position. He wanted the other members to rotate and chair the EMT. So that's what we did from 2004 to last year. So in the past there used to be eight people rotating as chair of EMT, and now in 2012 three people became the rotating CEO. There are two major responsibilities if you are a rotating acting CEO. Number one is he or she is responsible for the financial results and number two is to take the lead in emergencies or crisis handling. The other seven people [on the EMT] make collective decisions as a team, for promotion of high-level managers or changes in salary structures. And after one's term as a rotating CEO, he or she will still be in this seven-person team and participate in this collective decision-making.

So is every decision consensus driven?

????For different matters there are different mechanisms to make decisions. There are some matters where the rotating active CEO can make decisions by themselves and there are some matters where if the majority agrees they can pass. And there are also some other matters that need to be submitted to the board for approval. So we have the all hands meeting for the board every month. And these seven people [from the EMT] are also members of the board.

Whose responsibility is it to set the vision of the company? Is that Mr. Ren's role?

????Mr. Ren will be present in every month's board meeting. He is a member of the board. But he's not among the seven-person decision-making team. So when we had the business objectives and business plan for 2013, they needed to be approved by the board. So there are different obligations and authority for the board, for the seven-person decision-making team and also for the rotating CEO.