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Will Venters

Carsten Sørensen

January 9th, 2018

Naps in the office – is this the secret behind China’s digital success?

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Estimated reading time: 5 minutes

Will Venters

Carsten Sørensen

January 9th, 2018

Naps in the office – is this the secret behind China’s digital success?

0 comments

Estimated reading time: 5 minutes

At the Huawei headquarters in Shenzhen, napping is the norm, and there is a general lack of overt hubris, write Will Venters and Carsten Sørensen

Last year, we spent a week visiting Shenzhen, China, to see the headquarters of one of the world’s most innovative and fastest-growing companies – Huawei. Since its founding in 1987, Huawei has grown to become one of the world’s largest telecoms companies, with revenue of $75 billion. Globally it employs 180,000 with nearly 60,000 of these based at the Shenzhen campus.

Our overall aim is to understand Huawei’s global innovation practices.* We want to determine how management and governance arrangements across the organisation support the demand for concurrently tightly knit, yet open, innovation networks. In particular, we are interested in how Huawei connect digital platforms in support of this global innovation practice. Understanding this is especially important since Chinese firms must successfully harness capital and talent beyond their borders (Fuller 2016) and since, given the diversity, scale, and adoption-willingness of the Chinese home market, innovation networks outside China will be attracted to take advantage of the “world’s biggest Petri dish for breeding world-class competition” (Yip and McKern 2016).

So how does Huawei achieve its impressive growth and success?

It was amazing to spend time digging into the practices of this successful fast-growing technology company. Away from our intense research activity, we became mindful of stark differences between Huawei and other Silicon Valley technology companies we have visited. We noted two things which we thought particularly interesting (acknowledging that many others have provided much more detailed analysis of Huawei’s management practices (e.g. Tao et al. 2016) which we do not aim to repeat or claim to validate).

Firstly, like many workers across China, the employees of Huawei take naps at lunchtime. They have lunch in huge canteens then return to their cubicles, roll out camp beds kept hidden under their desks, and go to sleep (with the office lights turned out and blinds drawn). The whole company knows not to call between 1pm and 2pm, and so sleep is uninterrupted. Talking to an expatriate who now works there, it is “like taking a shower” – refreshing and revitalising, and everyone is ready for the afternoon. A downside is clearly that it extends the day in the office, although for many employees this would allow them to travel outside of commuter hours. But it also provides a natural pause in the day, with time to reflect and concentrate on the afternoons tasks by reducing the mid-afternoon productivity slump. Naps might also be helped by the focus on tea rather than sleep-depriving espressos and flat-whites!

Secondly, alongside naps was a general lack of overt hubris and self-aggrandising. In the US and Europe, tech companies invest in offices with slides, banners, bright colours, ping-pong tables, foosball tables, etc. At Huawei, the offices felt much more like a university of young clever people – the furniture functional but personal, with each workstation organised with bags of tea, pot plants, posters and the roll-beds.

Rather than quirky (like Google’s offices) it felt homely, welcoming and personal. Plastic fruit and cheap toys hung from the ceiling as decoration – presumably put up by the employees themselves rather than interior-designers. Chairs were comfortable rather than “designer” and the focus was upon working efficiently rather than “jerking around” or having fun. It felt efficient, focused, and much more like the university campus that tech-companies work so hard to try to emulate. Huawei in Shenzhen was clearly a friendly, enjoyable place to work – albeit to work very hard.

* Will Venters and Carsten Sørensen’s research is funded by Huawei’s HIRP Open funding programme.

Notes:

• This blog post was originally published on the LSE Business Review in 2017 and republished on the Management with Impact blog with the author’s permission.
• This blog post gives the views of the author, not the position of Management with Impact blog or the London School of Economics.

About the author

Will Venters

Assistant Professor of Information Systems at LSE's Department of Management

Carsten Sørensen

Associate Professor (Reader) of Information Systems and Innovation at LSE's

Posted In: Management with Impact

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