Research on the Business Management and Operation Models of Mainstream Multinational Companies: The Case Analysis Based on Apple and Huawei

Abstract

This paper examines the business management and operational models of two global technology giants, Apple and Huawei. By analyzing Apple’s Directly Responsible Individual (DRI) management system and Huawei’s Integrated Product Development (IPD) model, the study highlights how these companies’ foster innovation, improve operational efficiency, and adapt to market changes. Apple’s DRI system centralizes decision-making authority and emphasizes individual accountability, promoting rapid innovation through expert leadership. In contrast, Huawei’s IPD model focuses on cross-functional collaboration, enabling a fast response to market demands and fostering structured product development. The comparison provides insights into how different management models contribute to corporate success in the technology industry. The study aims to offer valuable lessons for multinational companies seeking to enhance competitiveness through innovative management strategies, particularly in fast-evolving market environments.