An important pillar that underpins Huawei’s customer-driven organizational innovation and design is the creation of the so-called “resource pool.” This has involved Huawei putting all of its top talent into a single, virtual human resource pool. This detaches top talent from functional units and allows them to be deployed and redeployed globally at any time. By breaking the formal ties between top talent and specific units or functions, Huawei has enabled a completely free flow of its most experienced human capital, a key prerequisite for building a super-fluid organization. A commitment to serving ever-changing customer needs is the driving force behind this innovation. Without creating a super-fluid human resource pool that allows talent to be assigned to any task, freely and swiftly, Huawei would be unable to maintain the dynamic fit between its internal resources and customer needs that change at frightening speed.
Source: Learning from Huawei’s Superfluidity
Original Publication: Ivey Business Journal
Subjects: Human Resources, Management, Organizational Behavior
Company: Huawei
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