Product details

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Abstract

This case describes how Haier, the world’s largest white goods manufacturer, reinvented its corporate culture, at least three times over the past three decades. The case details the four stages of Haier’s transformation to become a company of the times and the six themes that underlie its continuous evolution. The case also describes Haier’s newest business model (ZZJYT), what it is and how it works. This is also the story of a long-running belief in the power of talent. Nearly every strategic move that Haier has made over the past three decades has been to realize the potential of human talent and to work to unleash that talent in the context of China. The fact that these two themes are playing-out in an organization that is competing in an 'old economy,' commodity market, and which comes out of an emerging market as well, makes the story that much more remarkable.
Location:
Size:
2012 - 80,000 employees, USD27.4 billion revenue
Other setting(s):
1984-2012

About

Abstract

This case describes how Haier, the world’s largest white goods manufacturer, reinvented its corporate culture, at least three times over the past three decades. The case details the four stages of Haier’s transformation to become a company of the times and the six themes that underlie its continuous evolution. The case also describes Haier’s newest business model (ZZJYT), what it is and how it works. This is also the story of a long-running belief in the power of talent. Nearly every strategic move that Haier has made over the past three decades has been to realize the potential of human talent and to work to unleash that talent in the context of China. The fact that these two themes are playing-out in an organization that is competing in an 'old economy,' commodity market, and which comes out of an emerging market as well, makes the story that much more remarkable.

Settings

Location:
Size:
2012 - 80,000 employees, USD27.4 billion revenue
Other setting(s):
1984-2012

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