Essay on Huawei Culture

Words: 1293
Pages: 6

Huawei “wolf-sheep”
“Wolf culture” contributes to Huawei’s success. However, absolute “Wolf” may cause trouble at the same time. Like the saying “every coin has two sides”, the glorious culture and tradition of Huawei still have some sad effects. “Sheep culture” on the other side, represent gentle and sedulous. It may not as strong and fast as “Wolf”, but its sense of soft is more warm and humanistic. As a Chinese traditional value of “Zhongyong”, the Doctrine of the Mean delivers,one should try to maintain balance and harmony from directing the mind to a state of constant equilibrium. This concept here represents moderation in business competition both within the organization and with other companies. Here we take a careful look at
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Shortly next year, a Huawei employee became a victim in a plane crash in Kenya on business during the Chinese legal vacation days. Huawei again faced a public relationship crisis relating to its overwhelming workload. The two tragedy may not caused directly by Huawei’s “Wolf culture” and the overtime working tradition, however it was a incentive, this tradition does has some flaws. Behind the “Wolf culture”, a brutal and ruthless value, ignoring human nature, exists in order to achieve the purpose. This subtext could lead to a total lost in culture of the employees in the end. As for oversea subsidiaries, especially in western countries, employee value more on freedom and leisure. Their unions are powerful and united. Compare to headquarters in China, they are reluctant to keep the overtime working tradition regardless generous bonus. Obviously, Huawei’s such culture is not conducive to cross-culture integration and control, and long-term development of the enterprise. This spirit of “Wolf culture” is a deadly poison rather then a catalyzer to Huawei’s future.
Wolf culture lead a separation within the employees, harm the overall management in the corporate. The aftermath of Huawei’s “Wolf culture” is frequently leaving employees – its high turnover rate. Among those, the most famous one is Li, a believed successor of Ren, left Huawei with plenty of core employees and build a