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Актуальные проблемы авиации и космонавтики - 2022. Том 2
УДК 339.138
RESEARCH ON STRATEGIC RISK MANAGEMENT OF COMMUNICATION
COMPANIES
Wei Zhaoxia, A. V. Agalakova
:Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation
Е-mail: 841940486@qq.com
The article discusses Huawei's strategic goals, taking into account external and internal risks. The analysis of the status quo and shortcomings of the level of strategic risk management is carried out. Recommendations are proposed to prevent the negative impact of the identified risks.
Key words: Communication company; Strategic risk; Risk management; Huawei; Risk prevention suggestions.
ИССЛЕДОВАНИЕ СТРАТЕГИЧЕСКОГО УПРАВЛЕНИЯ РИСКАМИ КОММУНИКАЦИОННЫХ КОМПАНИЙ
Вэй Чжаося, А. В. Агалакова
Сибирский государственный научно-технический университет имени академика М. Ф. Решетнева, 660037, Российская Федерация, г. Красноярск, пр. Красноярский Рабочий, д. 31
Е-почта: 841940486@qq.com
В статье рассматриваются стратегические цели Huawei с учетом внешних и внутренних рисков. Проведен анализ статус-кво и недостатков уровня стратегического управления рисками. Предложены рекомендации по предотвращению негативного влияния выявленных рисков.
Ключевые слова: коммуникационная компания, стратегический риск, управление рисками, Huawei, предложения по предотвращению рисков.
Strategic risk is the uncertainty that affects the realization of the enterprise's strategic objectives and causes losses to the enterprise. It has a vital influence on the development direction of the enterprise and its survival in the fierce market competition. With the continuous expansion of economic globalization, the communication equipment industry is facing challenges. The pressure from competitors in the same industry and the constant changes in the internal and external environment of the enterprise make the enterprise may encounter great strategic risks in the process of development. How to avoid strategic risks as much as possible and find a balance between reducing risks and obtaining maximum benefits are the worthiest of consideration for leaders.
Huawei is a leader in China's telecommunications industry, and studying its strategic risk management has certain representative significance. This article takes Huawei as an example, combined with its strategic goals, analyzes the current situation and deficiencies of Huawei's strategic risk management level, and then puts forward suggestions for risk prevention based on Huawei's own situation. Hopefully it can be of some significance to promote the development of Huawei.
Let's look at Huawei's strategic goals. Huawei promises that "our strategic goal is very clear: to become a comprehensive business provider for public and enterprise users. Huawei's strategic
Секция «Инновационная экономика и управление»
objectives are: customer strategy, to improve user experience and satisfaction. Internationalization strategy to broaden the market share in foreign countries. Technology strategy to expand emerging business areas and strive for technological independence. Develop a talent absorption strategy to absorb more innovative technical talents [1].
Through the current situation of Huawei's strategic risk management, Huawei has not set up a separate strategic risk management system, but has established a more complete set of risk management and internal control system with "three lines of defense" as the main feature in the company's business activities for many years [2]. Therefore, Huawei has many deficiencies in risk management.
First, risk identification is not integrated with strategic objectives. According to the data disclosed in Huawei's annual report, strategic risks are not included as part of its risk management. In the annual report, there is no separate description of strategic risks. Instead, some of the strategic risks are mixed with other risks and listed as operational risks. We can see that Huawei's identification of risks may be limited, and it is not able to identify risks and factors affecting risks comprehensively and effectively, and it pays less attention to strategic risks. This is not conducive to further management of the strategic risks faced by the company.
Second, the process and results of the strategic risk assessment are not reflected. Judging from the part about risk descriptions in Huawei's annual report for the past five years, Huawei has not detailed the specific projects to which the risks belong, except for a simple and general description of the business risks faced by the company [3]. The process of risk assessment is also not disclosed. This shows that in the process of risk management, Huawei may have the problem of lack of risk assessment work. If Huawei ignores the role of risk assessment, we may not be able to understand which risks will make the company's strategic goals unattainable or cause fatal risks to the company. As a result, appropriate measures cannot be taken for strategic risk management.
Third, the top management does not pay enough attention to strategic risk management. Although the company continues to enrich and improve the risk management system in its business activities, we can see from the corporate annual report that the managers of the company put more energy into the business risks of the company and do not devote enough to the systematic work of strategic risk management. In addition, the implementation of risk control in the company is weak, and the leadership does not focus on establishing an assessment mechanism for risk control [4]. This may affect the effectiveness of enterprise risk control.
Through the above analysis of Huawei's corporate strategic goals, the status quo of strategic risk management, and the insufficiency of strategic risk management, it can be concluded that the implementation of corporate strategic risk management strategies is of great significance to the development of the enterprise. Therefore, we can put forward suggestions on Huawei's strategic risks from two aspects: optimizing strategic risk management and preventing key strategic risks.
Increased emphasis on strategic risk management. This not only needs to strengthen managers' attention to risk management, but also to strengthen the publicity of strategic risk management, so that employees can establish awareness of strategic risk management, which is conducive to improving the level of enterprise strategic risk management. Employ experienced risk management consultants in the industry to regularly train the personnel of relevant departments in managing strategic risks, and learn the key points of risk and the latest theoretical achievements of risk management. Select and train the company's risk management talents, form a specific risk management team, more effectively and comprehensively identify changes in internal and external environmental factors when the company achieves strategic goals, and control strategic risks within the company's tolerable range.
A sound strategic risk management system can greatly improve the level of strategic risk management in an enterprise. Specific measures can be: to identify risks in conjunction with strategic objectives; to learn from the experience of companies with well-developed risk control systems, to rotate key functional positions; to start the enterprise risk assessment mechanism; to
aktYa.ibhbie npoo.iembi авнацнн h kocmohabthkh - 2022. tom 2
implement the initiative of self-assessment of each business unit, to optimize the accountability system and major risk control mechanism, and to clarify the person and department responsible for strategic risk management. We avoid the phenomenon that each department shifts its responsibility to the other for improper risk control.
Pay close attention to changes in the political and legal environment. In the domestic market, Huawei should have an in-depth understanding of the national policy on the communications equipment manufacturing industry, grasp the preferential conditions for communications equipment enterprises in the policy, and help enterprises to carry out business efficiently in a good policy environment. In the international market, Huawei should pay more attention to international relations, actively communicate with local embassies, and establish friendly relations with local governments, partners and people to minimize the hindrance to the company's business due to the unstable international environment. The legal risk will involve contractual risk. Huawei has a comprehensive understanding of the country's political, economic and legal policies when conducting business activities. We set up a special risk identification team to identify the risk points that can be easily triggered in business, adjust the project development plan and contract terms in time, and clarify the claim terms and responsible parties in the contract to avoid the uncertainty brought by contract risks as much as possible.
Improve the independent innovation ability of products and technologies. Increase the investment in R&D; provide differentiated products and enhance the core competitiveness of enterprises. To improve the innovation ability of products and core technology, we need to start from three aspects, one is to introduce a large number of scientific research-oriented talents; improve the salary of talents in the research department to mobilize the enthusiasm of staff innovation; meanwhile, encourage staff to go abroad for exchange and study, learn advanced technology and experience abroad, and improve the learning ability and creativity of staff. Secondly, we should strengthen the communication between the R&D department and the market department. Market demand is constantly changing, the technology department must follow the trend of the times, after all, product and technology innovation to meet the needs of users on the basis of the market to have a better. Third, Huawei must pay attention to safety when carrying out product and technology innovation, only to gain the trust of consumers to win more orders to create profits for the company.
In summary, we can learn that strategic risk management is important to ensure the achievement of the strategic goals of the company. If Huawei can improve the current deficiencies in strategic risk management, we hope to avoid the occurrence of strategic risks caused by political and legal risks, technology risks and other uncertainties to a certain extent. This will enable Huawei to achieve its strategic goals more smoothly.
References
1. Yin Hang. Research on Strategic Risk Assessment of Software Companies [D]. Liaoning: Liaoning University, 2012.
2. Li Jian. Review of Strategic Risk Management Theory, Model and Application Research [J]. Management Modernization, 2014, (1): 123 -125.
3. Ning Lijun. Risk assessment and preventive countermeasures of communication equipment company technology alliance [D]. Hunan: Hunan University, 2017.
4. Li Xiaoxia. Company Strategic Risks and Countermeasures [J]. Modernization of Shopping Malls, 2017 (13): 100-101.
© Wei Zhaoxia, Agalakova A. V., 2022
