Through in-depth case studies, this book seeks to reveal the secret of Huawei's rapid growth. The content of this book is rich and detailed. The authors combine first-hand interview data, including Huawei managers of many functional departments such as research and development, marketing, supply chain management, and human resources, as well as Huawei’s suppliers partners and competitors. This book analyzes the articles and speeches published by Huawei’s leader Ren Zhengfei since 1994 both in the public and internally and reference to various materials about Huawei including employee’s postings in the social media, news reports, research papers, books, etc. The book systematically describes the key elements of Huawei's strategy, corporate culture, organizational capabilities, and R&D innovation system and so on. The book also compared the differences between Huawei and Cisco in many subjects as leadership, culture, organization transformation and management capabilities. For whoever tries to understand Huawei, this book is an excellent reference book. In the companion book Cisco: Integration of Innovation and Operation, the author tells another growth path of technology company in America.
Author(s): Xiaoying Dong, Mengling Yan, Yanni Hu
Publisher: Springer
Year: 2023
Language: English
Pages: 362
City: Singapore
Preface
Why Have We Followed Huawei For So Long?
How to Study Huawei?
How We Feel About Huawei?
Introduction
Catching-Up Countries
Catching-Up Companies
Why Study Huawei?
Contents
Part I From Technology Follower to Market Leader: What Did Huawei Do Right?
1 The Eagle Model
1.1 Thinking Patterns
1.2 Strategies
1.3 Corporate Culture
1.4 Organizational Skills
1.5 Organizational Change and Capacity Building
1.6 Human Resources
1.7 Organizational Learning and Knowledge Management
1.8 R&D and Innovation System
1.9 Market Competition System
1.10 Management System and Platform
2 Can Huawei Model Be Copied?
Part II Case Studies
3 Huawei’s Unique Thinking System and Strategic Leadership
3.1 Rational Heroism and Noble Realism
3.2 Adversity Is a Great Treasure
3.3 The Focus of the Top Leader
3.4 Strategic Thinking in Uncertainties
3.5 Paradox Thinking of the Leadership
3.6 The Power of Unity and Sharing
3.7 Self-management of Leadership
3.8 Huawei Versus Cisco
4 From a Mom-and-Pop Operation to a World-Class Player
4.1 Start-up Phase: The Survival Period (1987–1996)
4.2 Standardization Phase: From a Local Company to a Multinational Company (1997–2007)
4.3 Marketing Phase: Toward a Multinational Company (2008–2011)
4.4 Branding Phase: Building a Consumer-Centric Premium Brand (2012–2016)
4.5 Digitization Phase: The World’s Leading Digital Company (2017–Present)
4.6 Huawei’s Transformation Methodology
4.7 Success Factors for Huawei’s Transformation
4.8 Huawei Versus Cisco
5 Corporate Culture and Practice Integrated with Key Interest Groups
5.1 Service Is at the Heart of Corporate Culture
5.2 Core Culture I: Customer Centricity
5.3 Core Culture II: Dedication
5.4 Core Culture III: Self-reflection
5.5 Core Culture IV: Openness, Compromise, Grayness
5.6 Consensus Building Through the Huawei Basic Law
5.7 Huawei Versus Cisco
6 Rational and Controlled R&D Innovation System
6.1 The Status and Inputs of R&D
6.2 The R&D System Development
6.3 Early R&D Principles
6.4 R&D Organization Design and Management
6.5 Innovative Use of Internal and External Resources
6.6 Innovation Climate
6.7 A Two-Wheel-Drive: Basic Research and Applied Research
6.8 Huawei Versus Cisco
7 A Cobweb Organizational Structure
7.1 Principles and Methodology of Organizational Design
7.2 Business Leadership Model for Organizational Change
7.3 Huawei’s Organizational Change Process
7.4 RJC: A Regional Commissioner Agency
7.5 Iron Triangle: Customer-Facing Field Operational Units
7.6 The Elite Team: A Pool of Resources to Assist the Front Line
7.7 Huawei Versus Cisco
8 Management Transformation and System Building in Line with International Standards
8.1 The Strategic Value of the Management System for Catch-up Firms
8.2 Objectives and Focus of the Management System
8.3 The Principle of Balance in the Management System
8.4 Principles and Objectives of Management Change
8.5 Huawei’s IT Capacity Building
8.6 Risk Management
8.7 Huawei Versus Cisco
9 A Dynamic and Empowering Organizational Learning System
9.1 Organizational Learning Builds Key Competencies
9.2 Approach and Evolution of Organizational Learning
9.3 Organizational Learning and Knowledge Dissemination
9.4 Openness and Diversity of Learning
9.5 Formation and Accumulation of Organizational Memory
9.6 Construction and Development of Huawei University
9.7 Evolution of Organizational Learning
9.8 Huawei Versus Cisco
10 Human Resource Development System to Unlock Potential
10.1 Organizational Talent System
10.2 The Value of the Rotating CEO System
10.3 Cultivate Talent with Practice-Based Training
10.4 The Qualities of Managers
10.5 Selecting Managers
10.6 A Comprehensive Incentive Mechanism for Continuous Motivation
10.7 Huawei Versus Cisco
11 Knowledge Management Integrating Organizational Knowledge
11.1 Strategic Awareness of Knowledge Assets
11.2 Institutionalized Respect for Knowledge
11.3 Key Paths to Closing the Knowledge Gap
11.4 Evolution of KM at Huawei
11.5 KM Platform
11.6 Community of Practice
11.7 Project-Based KM
11.8 Management of Knowledge Content and Assets
11.9 Huawei Versus Cisco
Part III Research Papers
12 How Huawei Broke Through the Triple Dilemmas to Build Dual Capability?
12.1 Triple Dilemmas to Build Dual Capability
12.2 Huawei’s Dual Capability Model
12.3 The Separation Strategy
12.3.1 Exploration Activities
12.3.2 Application Activities
12.3.3 Separation Strategy 1: Job Rotation
12.3.4 Separation Strategy 2: Focus Principle
12.4 Integration Strategy
12.4.1 Self-reflection and the Grayness Principle
12.4.2 Resource Integration
12.4.3 Customer Centricity
12.4.4 Equity Incentive
12.4.5 Management Platform
12.5 How Huawei Overcame the Triple Dilemma of Dual-Capability Building
12.5.1 Getting out of the Resource Contention Dilemma
12.5.2 Get out of the Paradigm Conflict
12.5.3 Getting out of the Closed Loop Dilemma
12.6 Conclusion
13 Huawei Phones: From Low-End to High-End
13.1 Initiating Products Upgrading (2003–2010)
13.2 Upgrading Phase (2011–2013)
13.3 Upmarket Brand Phase (2014–Present)
13.4 Recipe to Success
13.4.1 The Core Role of the Leaders in Product Upgrading
13.4.2 The Relationship Between Product Innovation and Complementary Assets in Large Companies
13.5 From Low-End to High-End: Huawei Stories
Appendix A Representative Self-reflection Events of Huawei
Appendix B Huawei Joint Innovation Centers (JICs)
