Huawei, the hottest 30, is also riding the wind an

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30 + Huawei is also riding the wind and waves

behind this, Huawei has made great contributions to promoting digital transformation for many years, and has become a strong support for its efficient operation under the epidemic

however, the benefits it brings are not only reflected in special periods, but also play a real role in reducing costs and increasing efficiency in Huawei's daily operations

for example, in Huawei's global supply chain, after the digital transformation, 80% of the deterministic operations can be realized automatically, which promotes the overall logistics efficiency by 40%; And 50% of the supply decisions can be automatically realized through the digital system

it is conceivable what economic benefits this can bring

this situation is emerging in Huawei's more than 900 branches, 15 R & D centers, and 36 innovative bases to recover cobalt, nickel, manganese, lithium, iron, aluminum and other metals from which the recycling market range will exceed 5.3 billion yuan, as well as businesses in more than 170 countries and regions

Huawei, a super large organization that has been established for more than 30 years, is riding the storm and going through a profound digital revolution in all aspects

how does it do it

Su Liqing, vice president of Huawei cloud Bu and chief digital transformation officer of Huawei Weiyun, joined Huawei in 1996 and took over Huawei's it engineering department in 2012. He is a witness and participant of Huawei's historical process. Let's listen to him carefully

as the best testing ground, how does Huawei do digital transformation? What are the success stories, and what are the ups and downs? What methodology can be used for reference by other enterprises

Su Liqing, vice president of Huawei cloud Bu and chief digital transformation Officer (right)

Wan Ning, co-founder of titanium media and itvalue initiating Director (left)

on June 22, he shared the practice of digital transformation on cloud AI live

he attached great importance to strategy: digital transformation is the only focus of change of the company before 2023

the most clear and direct understanding of Huawei's digital transformation can be traced back to the full connection conference in October 2018

at this annual event, Huawei made clear its attitude towards digital transformation:

since 2018, Huawei has decided to make digital transformation the only focus of its transformation in the next five years. It is hoped to become an industry benchmark by building digital first, that is, the fully connected intelligent Huawei

Huawei does business with users and customers, which is simple, efficient and safe; Gradually improve the efficiency and benefits of operation internally

now it is halfway there, and Huawei has handed over its preliminary report card for many years of digital transformation projects

today's Huawei employees can complete various business activities with only one intelligent office platform, Huawei cloud welink. The movable brush of the potentiometer displacement sensor in Figure 1 is connected to the measured object instead of logging in to the chimney system after chimney system to complete a job as before

the whole process seems very simple, but in operation, it is a global action

in Huawei's view, the digital transformation of enterprises is definitely not one aspect to be changed, from awareness, organization, culture, to methods and models. No aspect can be left behind, otherwise the overall process will be affected

but how to turn each part? Su Liqing also gave Huawei's methodology and practical cases respectively

transformation in five dimensions: Huawei's digital iron triangle architecture

the first is to change consciousness. Digital transformation is not just the task of IT departments. With the increasing digitalization of business, it systems need to reflect the essence of business more quickly and more nimbly

therefore, digital transformation must be close to the business, using AI, big data, cloud computing, blockchain, 5g and other information technologies to help businesses improve efficiency

the same is true for business. We need to return to value exploration and help business create value by taking customers as the center. Only through in-depth integration and collaboration between technology and business can we produce a successful value of digital transformation

followed by tissue transfer. In the past, the organization model used to be that the business department raised demands to the IT department, and it made an IT system to meet the demands of the business

Su Liqing said that this is a bit like an old hen laying eggs. It responds to a request

in the case of rapid business iteration, the information architecture needs to respond to demands quickly and quickly. This old organization model is difficult to meet. It needs technology and business collaboration to become a ham sausage architecture. You have me and I have you

within Huawei, there is an iron triangle pattern of digital transformation:

first, the bet team (business enable team), a mixed team with deep integration of it and business, serves all business departments in all countries and regions of Huawei, and cooperates with the business to meet business requirements

second, Huawei IT service (his), which enables the IT system, uses a unified cloud service platform to manage the entire IT service, and uses technology to create mechanical property experiments for profiles and components; In the sample deformation Daxin to drive business growth

the third is the operation command center (OCC), which realizes monitoring, early warning, linkage, command and other behaviors to realize business monitoring, business prediction, business early warning, business coordination, business scheduling, business decision-making and business command

in addition, Huawei also became a working group of company level data governance framework six years ago, starting from metadata governance to carry out data governance

in many large companies, this is a very difficult link to promote. We should not only break the gap between departments, but also have a strong cognitive ability of data

but this is also a must. Only the underlying data is clean and available, and various new technologies, such as artificial intelligence algorithms, can play their value

in terms of cultural transformation, microservice has become a trend to better deconstruct business

Su Liqing said that in the past, most of the situation was that a demand generated a kind of software package to help the business realize the mode, which may not be enough in the future. This requires a new platform architecture to adapt to the era of rapid business response

everyone who uses the platform is also the builder of the platform, forming a new and iterative architecture to meet the needs of a higher digital transformation of the enterprise

Su Liqing revealed that Huawei has implemented microservicing in more than 200 scenarios

the transformation rule involves how to operate specifically in the business, so as to better promote the process of digital transformation

in today's Huawei cloud AI live program, Su Liqing mentioned a total of three aspects:

first, digitalization of business objects, deconstructing business objects and business objects in various scenarios as much as possible, and realizing digitalization

second, the business process is online, changing the situation that software packages helped solidify the business process in the past, and transferring some things of the nature of business from offline to online as much as possible, so that it can play a role

third, business rules are structured. A large number of rules precipitated in the minds of business personnel are structured, and then the structure is digitized and handed over to the IT system to improve efficiency

when the above three aspects are combined, business automation can be realized, which really produces a great value for the efficient operation of business

for example, Huawei's transformation of digital trading links

previously, when Huawei developed and certified partners, or managed partners, it needed to adapt based on a series of management documents, which often required a lot of manual operations by employees

now Huawei has digitally transformed the whole business process. After deconstructing the rules in the management file, it is automatically completed by the system, which greatly improves the efficiency

Su Liqing said that at present, 63% of Huawei's partner authentication management in China has been automatically completed by the system, involving transactions, and 33% can be automatically completed by the system

transformation mode is related to a large number of stock it systems existing in the enterprise itself

the architectures of these systems often have a certain aging state. Under such a situation, what should we do to build a new architecture

in Su Liqing's view, this is a dilemma: if the past investment is protected, the future may fall behind. If the stock system is completely eliminated, in fact, it is difficult for every enterprise to do so

what should I do? All

Huawei has proposed a bi model dual-mode method, which not only uses the past stock systems and connects them through data, but also creates a new data-driven microservice architecture based on cloud in the new system

Su Liqing said that this can not only embrace the future, but also adapt to the past, so as not to waste previous investment

but this does not mean a compromise to the old system. In this mode, the normal operation of the business can be guaranteed, but at the same time, it is also necessary to find innovative points, appropriately optimize the system, and improve the overall ability

Huawei's approach is to decouple the front, middle and back offices hierarchically to realize cloud and service. To stabilize the backstage, we build the backbone of business transactions and applications based on software packages. For example, the original ERP is a minicomputer architecture. At the Spring Festival of 2017, it was migrated to the x86 architecture, which promoted its performance by 10 times

to strengthen the middle office is to build application services based on business objects, business processes and business rules, open the API market, and then use microservices on the new architecture to build applications for future business scenarios, so as to achieve flexible response and fast and efficient operation for new businesses

as a light front desk, taking employees as an example, Huawei has created welink to better connect people, businesses, equipment and knowledge

then through card service, the middle desk and the backstage are connected. In this way, the user centered, one-stop operation is satisfied, and the user experience is greatly improved

these solid digital transformation infrastructure have created the current business operation mode of Huawei and achieved cost reduction and efficiency increase

Su Liqing shared the case of Huawei's digital transformation itself: before the digital transformation, the entire supply expenditure accounted for 4.3% of Huawei's sales revenue. After the completion of digitalization, it will be reduced to 3%, saving more than one percentage point every year, that is, more than a billion dollars

he said that this proves that improving business efficiency through digitalization can directly save investment

from the perspective of Huawei as a whole, the combat capability of the whole organization has also been greatly strengthened, and some regions have achieved 100% management business activities

in this epidemic, Huawei has been able to achieve continuous operation without much impact. Its digital transformation has indeed played a very big role

what is the key to transformation? Compared with the digitalization of some enterprises, which is just a combination of business and digitalization, why has Huawei's digitalization transformation brought so many substantive improvements

according to Su Liqing, the core lies in how to dance the duet of business and technology

twelve word secret of Huawei's digital transformation

after joining Huawei in 1996, Su Liqing served successively before taking over Huawei's it engineering department

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