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2020 | OriginalPaper | Chapter

13. Red Teaming Strategy: Huawei’s Organizational Learning and Resilience

Authors : William Chongyang Zhou, Sunny Li Sun

Published in: Huawei Goes Global

Publisher: Springer International Publishing

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Abstract

Red team refers to an imaginary enemy within an organization. With the “winter-is-coming” consciousness, Huawei established its Red Team in the 1990s. The Red Team of Huawei analyzes and imitates its major competitors. It also helps Huawei in learning from its industry peers and ensures Huawei operating robustly against a disturbing external environment. In this chapter, we use three examples to explain the functions and importance of Red teaming strategy in Huawei and discuss how Huawei implements red teaming strategy to promote organizational learning and resilience through the lens of ambidexterity and paradox management.

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previous chapter Untangling Legitimacy Complexity: Huawei’s Engagement with Government and Media
next chapter Framing National Security Concerns in Mobile Telecommunication Infrastructure Debates: A Text Mining Study of Huawei
Footnotes
1
In the strategic simulation of the U.S. military, the U.S. force is often the BlueTeam and the opponent is the Red Team. However, in the Chinese military, Chinese troop is often shown in red on the map colored and called Red Army (红军), and the rival is shown in blue and called Blue Army (蓝军). In this book chapter, we follow the U.S. term and call the imaginary enemy force as Red Team. Also see https://​en.​wikipedia.​org/​wiki/​Red_​team.
 
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Metadata
Title
Red Teaming Strategy: Huawei’s Organizational Learning and Resilience
Authors
William Chongyang Zhou
Sunny Li Sun
Copyright Year
2020
Publisher
Springer International Publishing
Book
Huawei Goes Global

Print ISBN: 978-3-030-47578-9

Electronic ISBN: 978-3-030-47579-6

Copyright Year: 2020

DOI
https://doi.org/10.1007/978-3-030-47579-6_13

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