Wednesday, 3 June 2015
Four Seasons Hotel
Looking back on the past 27 years of Huawei’s growth, the public lecture explores the company’s reform philosophy and practices to provide insights to its organizational transformation during the turbulent and rapidly changing modern era.
Its history can be characterized into three stages from an enterprise reform perspective. At almost every stage of its development, Huawei has been plagued with crises and has had to fight for its very survival. Continuously driven by a sense of fear, Huawei has made self-criticism and reform potent tools to overcome organizational fatigue and gain vitality. Huawei’s unique organizational structure, namely the employee shareholding scheme, has set a cultural foundation for the success of its reform and transformation.
Huawei’s industry leadership is due to its willingness to self-evaluate and continuously transform. The firm’s practice of inclusiveness, communication, respect, and determination has established a culture of seeking consensus, internalising of corporate objectives and creating a sense of purpose among employees.