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In companies that are growing in scale with growth, so-called “Big Company Disease” such as bureaucracy, sectionalism, and irresponsible are widespread within the organization, which may hinder the further development of the organization. In order to break away from the inertia of past successful experiences and achieve sustainable development, each employee can share the company's goals and visions and work autonomously. In other word, the organization's activation is required. This paper tried to consider Chinese-style management based on Huawei’s case. From that consideration, Huawei established a complementary relationship between the management purpose of “customer first” and the social purpose of “Fendouzhe （Struggler） as fundamental” while making use of traditional ideas such as Chinese religion and philosophy in organizational management. This paper reveals that this relationship is at the heart of Huawei's “survival” strategy and allows us to solve the conflicting problems of profit gaining and customer service. Furthermore this paper compares Huawei's Fendou Fengxian（Altruistic struggler-Capital-ism） as a representative of Chinese-style management with“ Human-Capital-ism” as a representative of Japanese-style management. By that comparison, it makes it clear that a“ Struggler” who“ struggles” for the benefit of the customer is a concept for an organization to overcome the crisis of decline.