Management of System and Strategies for Product Innovation

Under the guidance of national innovation strategy, many enterprises expect to promote the transformation through innovation. Huawei’s top performance in standards, patents and other aspects, especially Huawei’s Kirin chip and graphene technology, which are highly respected in the industry at present makes many enterprises eager to know the way how Huawei innovates with an expectation that they can, following Huawei’s example, formulate enterprise transformation and reform strategies in combination with innovation. Many enterprises show great interest in the research of various modes for innovations, the innovation upon the absorption of the imported technologies, independent innovation in a gradual manner, independent innovations upon breakthroughs, just to name a few. While in Huawei, “independent innovation” is taken as a kind of “reactionary” formulation, in that Mr. Ren Zhengfei has always been emphasizing on “open innovation”, especially those with the “customers at the center”. This is a controversial formulation, because many industrial revolutions in human history are done through breakthrough innovations, so isn’t it inhumane for Huawei to attribute such emphasis on “customer-centered” innovation” and why does this company with the emphasis on “customer-centered” innovation perform so well in technological innovation and product innovation in China and even in the world? Huawei ranked 397 when it was first listed in the Global 500 by Fortune in 2010 before in 2016, it soared to be the 129th of the Global 500, and topped the list of domestic technology companies for many years. Meanwhile, HUAWEI has entered as the only candidate from the Chinese mainland in the 2016 Global Innovation Institutions and the World’s Most Innovative Company 2016. But the question is, why did many enterprises speaking highly about independent innovation end up with few convincing successful innovations?