Aiden said: "When our human resources management system is standardized and the company matures and stabilizes, we will break the HAY company's system and innovate. We will then introduce a group of outstanding talents who are "ambitious and impoverished". They will not We will be content with the status quo and will not be constrained by old norms, thereby promoting the fission of our human resources management system again and promoting the growth of the enterprise again... In addition, management must move toward standardization, innovation, and innovation. Manage innovation and form a mutual promotion and restriction mechanism."
After successfully introducing it, break it and innovate your own system. This is the ultimate goal of Aiden to put on "American shoes". And this process has actually been ongoing at Huawei, and its management progress is achieved through continuous reform.
The telecommunications industry is a rapidly changing industry. Technology is constantly innovating, new products are emerging, and competition is intensifying. China's telecommunications industry is gradually integrating with international standards, which also means that Chinese telecommunications companies must adapt to major technological innovations that occur every three months. In order to adapt to this rapid pace of change, Huawei must establish an organizational structure that can remain relatively stable and quickly adjust to changes.
The evolution of organizational structure should not be a spontaneous process, and its development has stages. The relative stability of the organizational structure within a certain period of time is a condition for stabilizing policies, stabilizing the cadre team and improving management levels, and is a guarantee for improving efficiency and effectiveness.
Huawei's organizational structure has experienced an evolution from simple to complex.
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