In the late 1990s, along with Huawei and Lenovo, after 20 years of development, the Chinese company Haier had developed into a large international company, but had never achieved a business structure, organizational structure, personnel structure or corresponding processes to match the scope of international companies. Haier Group was at a critical point in its development.
Haier’s reconstruction, which started in 1998, and lasted nearly 10 years, did not solve the above problem as the goal of that process had been to establish a set of operating systems for procurement, sales and so on, and to avoid conflicts after . . .
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