1, the organizational structure is relatively simple.
From the initial linear organizational structure to the linear employee function system, there are not only business process departments, such as R&D, marketing and manufacturing, but also departments that support processes, such as finance and administration. This structure has its great advantages, and all its marketing strategies can be directly transferred from the top of the company to the front line in the first time, thus completing the marketing task.
2.( 1995-2003) Growth
During this period, due to the overall slowdown of the domestic telecom equipment market, Huawei's profits in the field of traditional program-controlled switches were swallowed up, which made it face unprecedented competitive pressure. At this time, the market demand also began to diversify. During this period, the number of employees of 1998 Huawei was close to 8,000, and the sales scale was close to 9 billion. The advantages of Huawei's original centralized linear organizational structure have become its development disadvantages, and its disadvantages have become increasingly prominent. The first is the coordination between departments. There are many things that need leaders at all levels to promote coordination, and enterprise resources will be consumed internally. Without a special structure, the burden of managers is getting heavier and heavier, and the coordination of departments is becoming more and more difficult. In the ongoing management reform, Huawei has also begun to adjust its organizational structure, and established a two-dimensional matrix organizational structure combining business division system and regional department.
3. Globalization
At present, Huawei has adopted the strategy of vertical integration, diversification and internationalization in product development strategy, and a win-win strategy with "partners" in market competition strategy. Compared with the growth period, the organizational structure has changed from the original organizational structure of combining business departments with regional departments to the organizational structure dominated by product lines. When enterprises encounter external environmental challenges, this network will shrink and overlap, that is, posts and personnel will be streamlined, and when the environment is good and needs expansion, this network will open and expand posts and personnel. But its basic business process will remain relatively stable.
Huawei
Huawei is a hard pioneering history of the development of private enterprises in China, which not only concentrates too much hardships and sorrows, but also covers all the "necessary stages" of the development of domestic private enterprises, and can be described as a "living fossil" of the development of private enterprises. Many enterprises flock to learn from Huawei, not only because Huawei has made such development achievements today, but also because there are many "essences" in the development of private enterprises in China. It has been 30 years since its establishment. Over the years, its strategic environment has been constantly adjusted and its organizational structure has been continuously optimized. Huawei has always been a banner in the history of enterprise development in China.