通过对华为创始人任正非2019—2020年44次接受国内外媒体采访的53.1万字采访实录进行文本分析，采用程序化扎根理论归纳任正非的思维构型，并对其创客思维如何促发特定时期华为内部运营生态变革进行探索。结果发现，任正非的创客思维包括自我批判、持续学习、艰苦奋斗等，由此归纳出SUCCESS数字领导力理论。以此为基础，华为建立起有效的运营机制，并从人才生态、治理生态、技术生态与开放生态4个方面促使内部运营生态变革。结论可丰富原有领导力理论，为创客应对不确定性环境风险提供有益启示。

With digital technologies, such as big data, cloud computing, artificial intelligence, blockchain and so on, gradually changing the fundamentals of the industrial economy, modern society has entered the era of the digital economy.For the economic entities of any country, it is necessary to invest in and develop managers with digital leadership.China has been involved in the so-called "digital zero-sum game" of some hegemonic competitors, in which digital mindset and digital economy interact with and promote each other and jointly breed the Makers.Makers play a role in the production and dissemination of social knowledge; therefore, there is an important value for the development of Chinese enterprises to apply the Maker mindset in the digital economy era to the micro-level of enterprise ecological construction.#br#In February 2018, Vodafone Group and Huawei announced that they had jointly completed the first 5G call test in the world.The advent of 5G has become the trigger for the United States to tighten its strategic blockade against Huawei.The United States, through a series of measures such as economic blockades, policy restrictions, judicial charges, technical pressure, and alliance boycotts, has made Huawei fall into the specific situation of the evolving digital game and competition of the "anti-globalization wave" dominated by the American market.However, Huawei did not get caught up in the "new arms race" as some countries expected.As a Maker, Ren Zhengfei takes a series of typical countermeasures to maintain the stable internal operation of Huawei.His digital mindset, combined with internal operating mechanism in Huawei company, has played an important role together.This ensures that Huawei can maintain the self-balance and good circulation of its internal operating ecosystem in some extreme situations, such as the hegemonic technology war initiated by the United States, the absence of senior leaders, and the failure of supply of core equipment.#br#Using the vertical single case study method, this study makes text analyses of about 531 000 words of interview records of Huawei's founder, Ren Zhengfei, interviewed by domestic and foreign media 44 times from 2019 to 2020.It first sorts out the challenges faced by Huawei in both internal and external environments from 2018 to 2020.On this basis, it further summarizes the main practical problems from Ren Zhengfei's Maker thinking; by using the procedural grounded theory method, the study summarizes Ren Zhengfei's digital mindset configuration and explores the reform of Huawei's internal operation ecosystem in a specific period promoted by his digital mindset.The results show that the digital mindset of Ren Zhengfei can be distilled into categories such as self-criticism, continuous learning and hard struggle.The digital mindset can be summarized into the SUCCESS digital leadership theory which refers to self-discipline, undertaking, cohesive force, caution, empathy, sagacity, and sharing.On this basis, Huawei has established an operation mechanism to effectively respond to threats and challenges from some countries, such as a self-correction system, a re-education and training system, and special employee promotion methods,and promoted the reform of internal operation ecosystem from four aspects: talent ecology, governance ecology, technology ecology and external coordination ecology.#br#This study not only enriches the original leadership theories and expands the application of integration theory in Chinese enterprises, but also provides beneficial enlightenment for Makers to deal with challenges in an uncertain environment.The enlightenment of this study is as follows: enterprises should strengthen independent research and innovation of digital technology; in order to discover and cultivate the digital mindset of Makers, business leaders should not copy the management concepts and practices of other excellent entrepreneurs, but be creative and coordinate the digital mindset of Makers with the enterprise's micro policies, mechanisms and systems, thereby promoting the self-balance and good circulation of the internal operation ecosystem of the enterprise.#br#