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2 - The Executive Management Team and Organizational Change
- By Ziyi Zhao, Bin Guo, Xiaobo Wu
Xiaobo Wu, Zhejiang University, China, Johann Peter Murmann, Universität St Gallen, Switzerland, Can Huang, Zhejiang University, China, Bin Guo, Zhejiang University, China
Book:

The Management Transformation of Huawei

Published online:

21 March 2020

Print publication:

09 April 2020, pp 71-109
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Summary

The chapter discusses the crucial role that top management team played at Huawei to initiate, implement, and routinize organizational transformation. Huawei’s leadership always had a strong long-term orientation and it tried to strike a careful balance between dynamics and stability. It also relied very heavily on Western consulting firms to transfer best practice to Huawei. The chapter also documents Huawei’s constant structural transformation of the top management team since 1998 with the expansion of the firm. Huawei maintained strategic consistency by creating a new executive management team structure 2003 that relieved an overburdened CEO position through a more collective decision making process and later in 2011 by instituting a rotating CEO arrangement. A number of lessons from Huawei’s experience are identified that provide guidance for firms to facilitate organization transformation as they rise and face more global competition.