Huawei Enterprise USA Inc. Presentation 2022

Huawei Enterprise USA,
Inc.
Running Head: HUAWEI ENTERPRISE USA, INC.
0
S t u d e n t N a m e :
S t u d e n t U n i v e r s i t y :
Management and Business Context

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Contents
Introduction................................................................................................................................2
Background of the Company.....................................................................................................2
Business and Governance Structure...........................................................................................2
Environmental Factors...............................................................................................................3
Internal Environmental Factors..............................................................................................4
External Environmental Factors.............................................................................................5
Risks influencing the company’s performance or decision-making..........................................5
Business Practices......................................................................................................................6
Functional Departments.............................................................................................................6
Conclusion..................................................................................................................................6
Bibliography...............................................................................................................................7

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Introduction
Every company has its business and governance structure which is important to make
better decisions where responsibilities are allotted, measured and matched within different
levels of management for achieving long-term investment goals. These decisions made in the
company are influenced by the environmental factors i.e. internal and external. The factors
also include risks influencing the decisions made and performance which the company needs
to face. To diminish the risk, the company makes business practices which are implemented
by functional departments.
The purpose of this essay is to make sure that the Huawei Enterprise USA, Inc. has a
proper structure including business practices to minimize risks which influences the
performance and decision making with the help of an efficient workforce of functional
departments for business and governance structure through its internal and external
environmental factors.
Background of the Company
Huawei is an international technology company in China founded in 1987 by Ren
Zhengfei and now expanded worldwide where Huawei Enterprise USA, Inc. is also a
subsidiary of the company which sells telecommunications equipment and electronics to
customers including smartphones. The company operates with 188,000 employees and
invested in more than 170 countries including the US serving billion people their services on
whom they are dependent on globally. It is an ICT brand private company where they assure
that they develop and deliver with security and trust to customers for respecting their values
as the main priority. They are best in telecom networks, IT, smart devices and cloud devices
with digital commitment and fully connected tech world (Zhu & Jones, 2014).
Business and Governance Structure
Huawei business structure is made for operations and success where the team focuses
on long-term growth and removes the unnecessary layers and processes from the company to
show and maintain the ability to make a strategy for high progress. The company needed to
attack from within to strengthen outside by trembling off distractions, improving

HUAWEI ENTERPRISE USA, INC. 3
management and to reach the strategic goals. They were racing against the time to make the
vision of bringing digitalism to every person, home and organization for a fully connected,
intelligent world in real (Schell, 2018). Huawei has inspiring passion, increase productivity
and long-term growth. After restructuring, the company started a business and policy
management mechanism on the ICT Infrastructure Managing Board and Platform
Coordination Committee; group functioning at workplace and authority allocation with
manager positioning to field offices, R&D and other top-level departments to encourage
desire in areas of an organization which results in future growth (Paswan, Francisco, &
Charles, 2012). Huawei keeps on designing and implementing control system internally on
the basis of organizational structure.
(Huawei, 2018).
Huawei stayed customer-centric and encouraged dedication for nourishing long-term
growth with continuous improvement. They implemented a complete governance structure
defining authority and accountability instruments comprising Board of Directors, committees,
group functions, and multi-level management teams; defining the roles and responsibilities to
confirm actual separation of authority and responsibilities, and checking the balances through
common error. The company works on internal controls and monitor the operations after
submitting reports of possible defects and improvements made for building the environment
(Miglani, Ahmed, & Henry, 2015).