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2 - The Executive Management Team and Organizational Change

A Routinized Transformation Perspective

Published online by Cambridge University Press:  21 March 2020

Xiaobo Wu ,
Johann Peter Murmann ,
Can Huang  and
Bin Guo
By
Ziyi Zhao ,
Bin Guo  and
Xiaobo Wu
Xiaobo Wu
Affiliation:
Zhejiang University, China
Johann Peter Murmann
Affiliation:
Universität St Gallen, Switzerland
Can Huang
Affiliation:
Zhejiang University, China
Bin Guo
Affiliation:
Zhejiang University, China
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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.

Keywords

Huawei. Management TransformationTop Management TeamTop Management ProcessesFounderRotating CEOs,
Type
Chapter
Information
The Management Transformation of Huawei
From Humble Beginnings to Global Leadership
 , pp. 71 - 109
Publisher: Cambridge University Press
Print publication year: 2020

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References

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