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  1. Rewarding Innovation at Huawei
    Company background
    Huawei is a global leader in the information and com- munication technology (ICT)
    industry. Founded in 1987, it is a private company wholly owned by its employees.
    The company has grown from a small start-up based in Shenzhen, China to become
    a leading global technol- ogy company providing telecom network equipment, IT
    products and solutions and smart devices for telecom carriers, enterprises, and
    consumers in over 170 countries. In 2015 Huawei ranked 228th in the Global Fortune
    500 index based on revenues of approximately CNY 288,197 million (USD$ 45 billion).
    It is now the largest supplier of telecom infrastructure, software, and ser- vices in the
    world and its, major competitors include Ericsson, Nokia, ZTE, Alcatel-Lucent and
    Cisco (The Economist, 2012, 2014; Reuters, 2014).
    As illustrated in Figure 6.4, Huawei emphasises innovation relevant to customer needs
    and advancing its technological leadership through research and development (R&D).
    Over 10 per cent of the company’s annual sales revenue is invested in R&D, an activity
    that employs more than 45 per cent of its 170,000 employees. The company openly
    cooperates with its industry partners to build efficient and integrated digital logistics
    systems that enhance interconnectivity and interactivity and strives to be the ‘first
    choice and best partner’ for telecom carriers and enterprise customers and a brand of
    choice for consumers. An advocate of sustainability, the company supports the
    development of secure and stable network operations and helps customers and
    industries improve efficiency and low-carbon economic growth. According to Huawei,
    its international growth strategy, promoting ‘glocalized’ operations, aims to localise its
    operations in the countries it operates, whilst simultaneously building a strong global
    value chain.
    Building a Better Connected World

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Since its inception more than 60 years ago, the UK National Health Service (NHS) has become the world’s largest publicly funded health system. With 1.5 million staff, this complex system is also the fourth largest employer in the world. Through the Health and Social Care Act, the UK Government initiated the most profound change in the NHS since its formation. The change for the NHS is said to be driven by three key principles: 1. Putting patients at the heart of the NHS. This means a transformation of the relationship between the NHS, public and patients, who will be newly empowered by the provision of information and able to exercise choice. The decision of ‘no decision about me without me’ is central to this aspiration. 2. Ensuring local organisations and clinical professionals lead the health service. This involves making services more directly accountable to patients and communities, but also requires cutting bureaucracy and encouraging innovation. 3. A focus on clinical outcomes. This means a move away from targets and processes to high-quality care outcomes. To be successful this complex reform programme requires a change in culture, behaviours, relationships and ways of working. An ethos of service, customer orientation and improved clinical outcomes will need to permeate the whole of the NHS. This has profound implications for communicators working in the system at the same time that communicative capacity in the NHS has been cut by 40 per cent.

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