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Erschienen in:
Introduction Kapitel lesen Erstes Kapitel lesen

2020 | OriginalPaper | Buchkapitel

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

verfasst von : William Chongyang Zhou, Sunny Li Sun

Erschienen in: Huawei Goes Global

Verlag: 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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Vorheriges Kapitel Untangling Legitimacy Complexity: Huawei’s Engagement with Government and Media
Nächstes Kapitel Framing National Security Concerns in Mobile Telecommunication Infrastructure Debates: A Text Mining Study of Huawei
Fußnoten
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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Metadaten
Titel
Red Teaming Strategy: Huawei’s Organizational Learning and Resilience
verfasst von
William Chongyang Zhou
Sunny Li Sun
Copyright-Jahr
2020
Verlag
Springer International Publishing
Buch
Huawei Goes Global

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

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

Copyright-Jahr: 2020

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

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