Sample Business Plan paper on Information Management Strategy for Hauwei

Background
As international telecom solution providers, Huawei has established end-to-end advantages in telecom network infrastructure, applications and software, devices, and professional services. Furthermore, the company has gained a leading position in the All-IP convergence age through rigid strengths in wire-lines, wireless and Internet Protocol technologies. Comprehensive plans to enrich people’s life through communication include Information Management approaches that help to cement the organization commitment to developing maximum value for customers (Hitt., Ireland & Hoskisson, 2008). The IM model contributes to bridging the gap between the digital age, flexibility, and accessibility of the various products and services. The company has simultaneously improved the marketing effort by setting up communication operators in more than 100 countries. Until now, Huawei has established more than 200 branch offices to provide timely service to local and international customers. With around 40-50 training centres worldwide, trainees apply the knowledge gained in communication information to contact customers and monitor market situation from different operation locations. Martin (2015) argues, “The company believes that localizing operations and designing sustainable communication strategies can contribute to increasing the profits and absorbing many customers and investors into the business.” Efficient information systems contribute to the organization activities through analyzing the working strategies of the competitors while manufacturing products that are in line with the customers’ needs.

Overview of the Organization
Developing information management strategy is a process that is attained progressively. The strategy needs to be reviewed and implemented based on the changing needs of the organizations and the market situation at a certain time. An information management strategy indicates structures and policies to sustain information management. For strategy implementation to occur, different tool and process are necessary.
Common and global standards and disciplines differ in terms of detail and maturity across various departments, in some cases overlapping, and in other case bringing redundancies. With Huawei being founded on information communication technology, it believes that its greatest challenge remains the establishment of consistent, efficient and universal information management and security. Accordingly, the industry has established myriads of different agencies focused on achieving standards in the communication and information disciplines. In realizing the industry goals, strong focus information management (IM) strategies are needed to enhance different operation to the diverse market.
In fact, Huawei stresses that creating of baseline security assurance standards for the ICT industry should consider primary components of the end-to-end lifecycle of ICT products, including R&D, product innovation and development, procurement, supply chain, market chain, efficient delivery, and installation updates and servicing. To realize the essence of having such a comprehensive approach will require taking informed risks to address information security challenges. Huawei believes that embracing this approach can be critical to coordination of efforts that concerns principles of privacy, data protection, and cyber security. On the other hand, the growing demand for the ICT supply chain will involve taking consistent standards and approaches that will help in conducting business at both domestic and international levels.
Internal Analysis
Designing and implementing an informational management strategy will incur costs, and even divert resources away from the Huawei line of operation. It means the company must develop a strong business case to finance the IM strategy. The organization should analyze the current situation concerning IM. It will involve identifying particular information problems such as complaints from the customers on the unreliability of the products and services. Internal analysis of the current problems is accompanied by an evaluation of the information requirements and expectation of all the stakeholders of the company (Hitt, M. A., Ireland, R. D., & Hoskisson, 2008). In such a case, Huawei must consider legislation relating to information to which the organization must comply; ethical and standard requirements needed by relevant professional bodies; and the prospect of the customers, suppliers, and collaborating partners concerning the quality and management of information.
Huawei should identify possible implication of poor information management strategies, such as financial penalties, loss of reputation, and loss of the customs. This information should guide Huawei by supporting the development of a cost-benefit analysis, thus an effective IM model.
Moreover, short-term actions are necessary to tackle problems relating to the completeness, accuracy, and reliability. Long-term actions will entail establishing a mechanism for staff to document sensitive information when they arise. A log would be critical to creating direct evidence of the challenges arising in the organization over a specific period of period. In fact, different information departments are will be necessary to capture a wider range of information issues. After capturing all information issues in the organization, the Huawei management can perform analysis to enable categorization of different information management issues.
External Analysis
While identification of the organizational information issues is constructed internally, additional information is essential especially when gathered from an external source. Huawei needs to identify external bodies such as Central Highland Regional Council (CHRC) to evaluate whether the institution adheres to the code of ethics in the design and manufacturing of different products. The employees, management, and staff should participate to enhance delivery of unbiased reports concerning the production behaviors. Some of the standards for evaluation include reference to security, quality and dependability of the products based on their expected functions.
From the business model perspective, Huawei must consult national and international legal requirements to explain the suitability of changing the existing information behaviour (International Conference on Services Science and Services Information Technology, 2014). Moreover, the organization must present satisfactory case elaborating why a given change is suitable to the society. If, for example, the IM model complicate the operations of the ICT devices, such a change may not be acceptable. Still, the legislature emphasizes the need to satisfy the cultural expectations of the customers, consumers, suppliers, and other stakeholders. Therefore, it means that Huawei company should implement the IM strategy given that is shall meet the expectations of the customers.
Consider the expectations of the online customers. The transfer of the information through the social media should be secure and reliable. Any distortion of the information by the external agents could pose an enormous threat to the dependability of the user to the same device. The response to electronic communications such as emails should be sufficient. Therefore, Huawei must develop the effectiveness of its products in relation to the quality and quantity of the information. Best considerations to realize this aspect will emerge from the manner in which different user’s value and prioritize the quality of the services rendered.
The evaluation of the existing information with regards to the IM strategy will highlight the challenges facing Huawei due to poor decisions, thus forcing the management to take the best control measures. Previous studies indicate that some organizations ends up facing penalties after the legislation bodies realize that their manufacturing and production behaviors are far from what the customers expects (International Conference on Services Science and Services Information Technology, 2014). It means that Huawei must defend their image by maintaining the production of the high-quality products. Counterfeits would damage the efficiency of data storage especially in the online storage chambers such as emails. If the electronic devices fail to meet the standards of production, Huawei may be forced to get in bad business since new entrants and the existing industries much take over the market.
Huawei must show commitment to generate a reliable IM system through by taking some staff to training and field studies. Support of customers, the views from competitors in the market and the expected legislation amendment can be analyzed from outside the organization but not from within. With the infrastructures owned by the Huawei being a source of monopoly in the market, research by the management will present essential information to help the organization avoid unhealthy competition from other companies. Similarly, changes in terms of production widely might dictate the future performance of the Huawei. With the effective information management practice, the company might avoid hefty fines and damage to the reputation. Hefty fines have a significant impact on the financial capacity of the organization. Still, a bad reputation will mean that both the local and international customers will lose faith in the products and services at Huawei.
Since funding will be needed to implement IM strategy, the Huawei must contain a reliable source of finance. It could either its investment or support from the financial institution such as World Bank. Apparently, the management of information must be supported by program tools and sophisticated equipment. It means, therefore, that the senior managers at Huawei must lay financial plans to improve the integrity of their information systems. The programs code supporting different operations must be durable to maintain or disseminate the information; to public platforms or private users. Computer systems, for example, must contain reliable protection codes and means of transferring data without distorting it. If this cannot be achieved, it will remain an obstacle to the implementation of the IM system. Finally, verification and validation strategies on information systems will be necessary.
Information Audit
Information audit indicates how information flows in the organization, helping to understand how the information is interpreted. Organization analysis of the flow of information is necessary to develop an integrated strategy to gain a competitive advantage in the market. Huawei should identify how the data obtained from different researchers can help improve the information life cycle. Such information will help the organization design reliable information architecture. Here, a top-down approach will entail working concerning the organization goals, mission, and vision. Critical success factors such as innovations, financial investments, complying with government policies and the diverse market should be reviewed to identify the existing information gap. Subsequently, the approach will ensure that the information resources are aligned with the strategic direction of Huawei. However, the prevailing risk is potent of overlooking the impacts of utilizing the information to gain a competitive advantage at the expense of the competitors.
Based on the Committee of Sponsoring Organizations of the Tread way Commission (COSO) framework and in line with its operating model, Huawei has developed enterprise risk management (ERM) system across its ERM departments. This model emphasizes in making strategic decisions and planning, while also pre-emptively controlling risks in information management (IM).
The critical success of IM strategy will be based on the analysis of the benefits and financial outputs of the sale of a given product. Aspects that attract new customers and retain the existing one should be forefront considerations to maximize the potential of the consequences of implementing a given IM strategy. The process-based approach in developing information audit will also incorporate all information needed as input and output. However, there might be risks for the Huawei management to leverage the value of the products from the existing resource base. For instance, focusing on the electrical devices that are on demand at a given period might not necessarily give the approximate performance of the same product in future. In such case, the information architecture may examine the significance of embracing IM model in both formal and informal operational and marketing practices.
Working closely with the sales and marketing staff will reveal the response of the customers about the Huawei values. This information will influence the quality, quantity, and frequency of the executing IM strategies.
Given that Huawei operates in the intensively competitive market, IM will ensure that the quality of the services and the functionality of different products will reach target market at attractive prices. This information is resource-based. As a result, the new entrants in the market may not trample its operation strategies with the rapid development of science and technology.
Information Strategy
With Huawei aspirations for providing information and communication solutions across the world, the company has indicated its commitment to providing information network products and service to the society. Therefore, the stability of the global system will be a critical necessity to promote industry productivity at all times.
The management focuses on understanding the sensitivity of the ICT industry and the vulnerability of advanced technology. The end-to-end cyber security assurance systems may need implementation in terms of policy, organization, process, management, technology, and specifications.
Modern technologies encourage customers to open accounts online or by using an interactive voice response (IVR) response. Online servicing of accounts and mortgage applications reduces the costs of maintaining the resourceful information concerning Huawei operations while ensuring that customers can access services effectively. With the company acquisition costs estimated to be lower than $100, the organization management should design reliable systems to hold confidential information secure.
For instance, the company should communicate to its customers the important of embracing change that focus of reducing redundancies and hinder the organization’s marketing and leadership strategies in the market. A high number of calls to the call centers could lead to higher fees or lower interest rates. Therefore, customers should understand why the management may discourage telephone calls while embracing more rapid and safe ways of communicating a need. A direct approach that has been applied to reduce information mismanagement is online documentation of a large number of guidelines and procedures for handling different business matters. This has acted as a drive to simplify the financial products and communication obligations that would distort the communication systems. The Mortgage Application Solution (MAPS) provides direct interaction with the system administrator to simplify the process of obtaining mortgage directly.
User Involvement in Information Management
Good ideas emerge through seeing and listening to users respectively. In the study of 250 products in 112 enterprises, Martin (2015) research concluded that most new products originated from the ideas and views put forward by users from elaborate R & D activities or brainstorm meeting within the companies. Huawei should start paying great attention to customer’s view and ideas to develop a successful information management model. Martin (2015) defines “sticky information” as the information that is expensive to acquire. Transfer, and use in a new location. The degree of stickiness is described as the incremental expenditure for conveying a certain unit of information to a specified locus in a form that is useable to the information seekers. When cost is low, information stickiness is low. Similarly, when the cost is high, the information stickiness is also high.
Huawei must ensure that information regarding new products and services are succinct to the user needs if they are to penetrate successfully in the competitive market. Because of the stickiness of user’s need-related information it is always a very costly and challenging matter for a firm to understand users’ needs deeply and well. Therefore, Huawei should invite users to participate in the process of developing a sustainable information control systems as well as the development of new products. As a result, the cost of access to sticky innovations information within the organization will reduce. Huawei can also let users play a direct role in the design of a given product to set a threshold for the quality of product that the customers could be willing to pay. According to Hitt, Ireland & Hoskisson (2008), “Users can develop a preliminary product design, evaluate its functioning in their use environment, and then interactively improve bit until satisfied.” In this way, the need for shifting problem-solving back and forth between users and manufacturers is eradicated during trial-error cycles involved in learning by doing.
Through continuous customer-centric innovations on ICT, product suppliers and users can benefit from the valuable need-related information so as to the new products may speed up innovations in information technologies and reduce the market uncertainties. Through continuous customer-centric IM innovations, Huawei can attain feedback on the performance of their products in a competitive market (Martin, 2015).
Managing Information through Collaboration
In the open innovation paradigm, information management needs are diversified. Researchers have proved that not even one company possesses all resources inside completely. Even companies with the most sophisticated information technologies cannot take technological innovations activities alone. Therefore, Huawei should implement technological cooperation measures to break out the restriction of resources. Companies complement each other through technological collaborations (Martin, 2015). It means collaborations can improve the transfer of information and promote the creation and dissemination of knowledge effectively whereby enterprises can increase the ability to cope with sophisticated circumstance and increase the ability to deal with the complex information systems. Many Chinese enterprises have learned to draw on technologies from a network of startups, firms in other industries, and even competitors. Moreover, substantial knowledge of building secure information systems is developed.
Alliance will help Huawei to access global resources easily. Until now, Huawei has set up strategic cooperation with users, supplier and industry peers to encounter information challenges together. Huawei should set numerous partnership with other ICT companies, and cooperate with them as a foundational of it indigenous technologies. Working closely with the leading multinational such as ADA, Agere, and HP will help to improve the time of commercializing information control systems and incorporate the best technology and management practice into the company.

References
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2008). Strategic management: Competitiveness and globalization. Mason, Ohio: South-Western.
International Conference on Services Science and Services Information Technology, In Liu, B., & In Du, Z. (2014). Advances in services science and services information technology.
Martin, R. (2015). Asian Brand Strategy (Revised and Updated): Building and Sustaining Strong Global Brands in Asia. Palgrave Macmillan, Basingstoke, GB.