【CXO观点】华为董事长郭平：避免赶时髦，数字化转型需和企业战略深度互锁

11月17日，彼得.德鲁克全球论坛在奥地利维也纳（线上）召开。华为轮值董事长郭平发表了题为“通过数字化转型，持续构建组织级竞争力”的主题演讲。CXO UNI0N CXO联盟 cxounion.cn

郭平在演讲中指出：“虽然很多企业都明确了要数字化，但是目标并不那么清晰。对于大多数企业来讲，数字化才刚刚开始，现在首先要考虑的是：如何通过数字化转型提升组织级的能力，以达成企业的战略目标？”CXO UNI0N CXO联盟 cxounion.cn

以下为演讲全文：

很高兴参加今年的德鲁克论坛。

我留意到今年大会的主题词是“human imperative”（关注人：在不确定的数字世界中前行），其实今天数字技术也正在成为人类新的imperative。CXO UNI0N CXO联盟 cxounion.cn

有时人们对数字技术取代人类感到担心，这点我们可以理解；但是，在我看来，对于大多数企业来讲，数字化才刚刚开始。虽然大多数企业都明确了要数字化，但是目标并不那么清晰，有时候也许感觉上还在赶时髦。CXO UNI0N CXO联盟 cxounion.cn

这让我回忆起了二十多年前经过反复讨论才确定的华为IT战略目标：“我们的目标不是要成为世界级的IT，而是要成就世界级的华为。”现在回过头来看，我们很幸运，在华为数字化转型的初期就把数字化的目标和公司的整体战略目标进行了互锁。

所以我认为，大多数企业现在要考虑的是：如何通过数字化转型，提升组织级的能力，以达成企业的战略目标。下面，我想分享一下我对数字化的看法以及华为的一些管理变革的实践。

一、未来绝大多数企业都会是数字化企业

过去，我们看到了Uber这样的互联网企业，它们冲击了传统的出租车市场；随着传统汽车服务企业引进了数字技术，为消费者提供了在线体验，我们现在看到Uber也开始大批量地购买汽车，它们也成为了重资产企业。CXO UNI0N CXO联盟 cxounion.cn

也许最后我们看到的是绝大多数企业，它们都是数字化企业。

二、高质量的变革规划是数字化成功的起点

以华为为例，1998年我们启动了“IT strategy &Planning”的一个项目，正式启动了华为公司的大变革。通过这一规划，在这10年内，我们实现了集成的产品开发，集成的供应链，以及财经服务，构建了相应的流程、组织，并且固化到了IT中，我们的组织级的能力也发生了质的飞跃，系列变革项目支撑了我们原先设定的“世界级企业”的愿景。

几年前，2016年，我们又启动了第二轮公司级的数字化转型的规划，来支持华为在数字化时代保持领先。比如，在疫情期间，我们用云上展厅，为客户打造身临其境的方案和面对面亲切沟通的体验，在疫情发生的这两三年里，我本人通过视频会见客户的次数还高于往年。

三、有效开展变革的核心在于“改变人”

华为的员工们普遍都有一个共识：“在华为，唯一不变的就是变化”。公司常常因为外部条件的变化需要及时做出战略的调整，管理体系相应地也需要做出改变；另外，公司有时为了提升管理效率，会有意地营造出氛围。整体来说，我们的变革气氛非常的浓厚，而浓厚的气氛对变革项目的推进是非常有利的。CXO UNI0N CXO联盟 cxounion.cn

其次，我们会提供一些制度性的保障：

1. 为了减少变革的阻力，会保障被变革影响到了的人的利益。

2. 打下了一座县城，留下了一任“县长”，我们真正重要的是要识别有使命并且理解变革的人，派他去落地，把这一县旧思想的人都改变了。CXO UNI0N CXO联盟 cxounion.cn

3. 在推进变革的过程中还要尊重差异化，鼓励先进，同时也要允许落后，不追求齐步走，给大家接受和改变的时间。

4. 当然，也不是所有的人都能改变得过来。我们对于那些实在不能改变的，不能及时改变的，也需要做出及时的调整。

为了保持与时俱进，华为每年都会检视变革规划来确保变革和业务战略同步。我相信持续的管理变革，将支撑大多数的企业在数字化时代不断提升自身能力，我也鼓励企业拥抱变化，敢于变革。

最后，我引用德鲁克的名言来结束我的介绍，“我们无法左右变革，我们只能走在变革的前面。”CXO UNI0N CXO联盟 cxounion.cn

谢谢！

郭平还与主持人就数字化转型变革相关的“如何打造创新文化”、“如何通过学习促进员工培训与发展”、“如何为变革营造良好的环境和氛围”等问题进行了互动。CXO UNI0N CXO联盟 cxounion.cn

Q：人的变革是成功变革的关键，在这样的背景下，如何去打造企业的创新文化？

A：数字化完善的流程，让大部分的员工在工作时有章可依，但并不是所有的活动都被严格限制。CXO UNI0N CXO联盟 cxounion.cn

我们公司也在有意地创造新的文化，首先是：宽容失败。

华为每年会把收入的10%以上投入到研发，其中30%的经费又用于研究和创新。

我们的研究部门，2012（实验室）就专门做基础研究，公司鼓励他们采用多路径，多梯队的方式来试错，比如说5G，当年5G我们就有很多技术的储备，最后某一种技术被纳入标准，成功了，同时还有一些没被纳入标准的技术。CXO UNI0N CXO联盟 cxounion.cn

我们的创始人任总曾经说过：你走了此路发现不通，你告诉你的同事这条路走不通，咱们换一条路走，那也是成功。

其次，华为广泛地引进高端人才。CXO UNI0N CXO联盟 cxounion.cn

我们吸纳最优秀的人才加入我们分布在全球的研究所，甚至为专门的科学家在他喜爱的地方专门建了研究所，因为他不愿意离开他的家乡，我们跟着人才走。

公司给这些科学家和天才们创造非常宽厚的工作环境，让他们只需要充分地发挥出他们的聪明才智。

Q：通过试错和变化来驱动变革和创新，学习是非常关键的。那么在华为，如何去推动学习，来推动人的培训和发展？CXO UNI0N CXO联盟 cxounion.cn

A：我们认为，变革是改变人的观念、意识和行为，所以变革中最大的挑战，最关键的，也在于改变人。

在我们20多年的变革实践中，华为已经形成了一套的变革管理框架，系统地解决变革中与“人”相关的问题。

首先，我们要做利益关系人的分析，把变革影响到的群体按照“能力”和“意愿”分为不同的群组，采用不同的应对策略。对于积极拥护变革的人，我们要予以激励；对于抵制变革的人员，要及时进行调整或者采取其他的措施。CXO UNI0N CXO联盟 cxounion.cn

其次，沟通与培训要贯穿变革的始终，针对上述利益关系人分析的结果，要采取不同的沟通策略。通过有针对性的培训，让变革受众掌握新的技能和方法，从而确保变革方法的有效落地。例如，我们在做财经变革期间，我们对管理层、业务人员、财经人员进行了超过1000场的培训。CXO UNI0N CXO联盟 cxounion.cn

最后，我们还特别关注变革带来的企业文化的转变。例如，我们的集成产品开发，IPD的变革带来了矩阵式的管理方式，过去习惯于向职能部门主管汇报的员工，还是要同时接受项目经理的领导。对组织文化的引导和转变，是促进变革落地的一些有效保障。

Q：能不能举一些具体的例子，来看华为如何来打造适合组织变革的工作环境和氛围CXO UNI0N CXO联盟 cxounion.cn

A: 我认为有几个方向来组成。

正向激励，对变革团队进行奖励，让更多人知道公司的方向，这是最常用的方法。我们华为每年有好几千人获奖，这无疑能产生变革的正向推动力。CXO UNI0N CXO联盟 cxounion.cn

但从华为的经验来看，危机感也非常重要，它能够带来变革的动力，造就真正的变革。

有时我们需要把潜在的危机显性化、可视化才能增强员工内心的危机感，理解变革的必要性。 CXO UNI0N CXO联盟 cxounion.cn

举个例子来说吧， 2014年，华为的供应链存在短板，实际货物和明细账不相符，有时候信息流还跑不过实物流。我们很多同事都了解这个问题，但没有深刻理解这个问题对客户满意度、对运营安全的巨大风险。

那一年，我们召集了全球100多个代表处的相应主管回到公司，举行了“全球仓库大会”，面向全球直播，展示了一些让人触目惊心的图片、视频，比如分包商堆积如山的物料，让大家发自内心地理解变革的必要性，从而积极地投身其中。通过这几年的努力，公司终于在账实相符方面达到了我们的既定目标。

来势汹汹的危机也会推动更为高效、彻底的变革。过去20年，我们习惯于采购全世界最好的器件开发最好的产品，业务每年也增长的很好，大家都习以为常。CXO UNI0N CXO联盟 cxounion.cn

过去两年，华为所面临的复杂的外部环境，受到了极限的打压，让全体华为人也清醒地认识到公司的生存环境产生了巨大的改变，也激发了敢于自我变革的决心，我们为了解决产品的供应连续性，去推动我们的产品的研发的进一步变革，去主动培育安全可信的可靠的供应链伙伴。

我们认识到：复杂的变化、生存的压力，都是变革的动力，也是营造变革氛围的绝佳的契机。CXO UNI0N CXO联盟 cxounion.cn

翻译：

November 17th, Peter. The Drucker Global Forum was held in Vienna, Austria (online). Guo Ping, rotating chairman of Huawei, delivered a keynote speech entitled “Building organizational Competitiveness through Digital Transformation”.

Guo Ping pointed out in his speech: “Although many enterprises have made it clear that they want to digitize, the goal is not so clear. For most businesses, digital is just getting started, and the first thing to consider is: How can digital transformation enhance organizational capabilities to achieve strategic goals?”CXO UNI0N CXO联盟 cxounion.cn

The following is the full text of the speech:

It gives me great pleasure to attend this year’s Drucker Forum.

I noticed that the theme of this year’s conference is “human imperative” (Focus on People: Advancing in an uncertain digital world), and digital technology is becoming the new imperative for humanity today.CXO UNI0N CXO联盟 cxounion.cn

It’s understandable that people sometimes worry about digital technology replacing humans. But, in my opinion, for most businesses, digitization is just getting started. While most companies are clear about going digital, the goals are not so clear, and sometimes it may feel like they are still jumping on the bandwagon.CXO UNI0N CXO联盟 cxounion.cn

This reminds me of Huawei’s IT strategic goal, which was determined after repeated discussions more than two decades ago: “Our goal is not to become a world-class IT, but to become a world-class Huawei.” Looking back now, we were fortunate to interlock our digital goals with the company’s overall strategic goals at the beginning of Huawei’s digital transformation.

So I think what most companies are thinking about now is how to enhance their organizational capabilities through digital transformation to achieve their strategic goals. Below, I would like to share my views on digitalization and some of Huawei’s practices for managing change.CXO UNI0N CXO联盟 cxounion.cn

First, the vast majority of enterprises in the future will be digital enterprises

In the past, we’ve seen Internet companies like Uber disrupt the traditional taxi market; As traditional car service companies have introduced digital technologies to provide consumers with an online experience, we are now seeing Uber also start buying cars in large volumes, and they have also become asset-heavy companies.

Perhaps in the end we are looking at the vast majority of enterprises, which are digital enterprises.

High-quality change planning is the starting point for digital successCXO UNI0N CXO联盟 cxounion.cn

Take Huawei as an example. In 1998, we launched a project of “IT strategy &Planning”, which officially launched the great transformation of Huawei. Through this plan, in the past 10 years, we have realized integrated product development, integrated supply chain, and financial services, built corresponding processes, organizations, and solidified into IT, our organizational level capabilities have also taken a qualitative leap, and a series of change projects have supported our original vision of “world-class enterprise”.

A few years ago, in 2016, we launched a second round of company-level digital transformation plans to support Huawei to stay ahead in the digital age. For example, during the epidemic period, we used the cloud exhibition hall to create immersive solutions and face-to-face communication experiences for customers. In the two or three years after the outbreak of the epidemic, I personally met customers through video more times than in previous years.CXO UNI0N CXO联盟 cxounion.cn

The core of effective change is to “change people”

Huawei employees generally have a consensus: “In Huawei, the only constant is change.” Because of the changes of external conditions, the company often needs to make timely strategic adjustments, and the management system needs to change accordingly. In addition, companies sometimes intentionally create an atmosphere in order to improve management efficiency. On the whole, our atmosphere of change is very strong, and the strong atmosphere is very favorable to the promotion of the change project.CXO UNI0N CXO联盟 cxounion.cn

Second, we will provide some institutional guarantees:

1. In order to reduce the resistance to change, the interests of the people affected by the change will be protected.
2. We have laid down a county and left a “county chief”. What is really important for us is to identify people who have a mission and understand the change, and send him to land and change the old people of this county.
3. In the process of promoting change, it is necessary to respect differentiation, encourage advancement, but also allow backwardness, do not pursue the same pace, and give everyone time to accept and change.
4. Of course, not everyone can change. We also need to make timely adjustments to those things that can’t really be changed and can’t be changed in time.

In order to keep up with The Times, Huawei reviews the change plan every year to ensure that the changes are in sync with the business strategy. I believe that continuous management change will support most enterprises to continuously improve their capabilities in the digital age. And I also encourage enterprises to embrace change and dare to change.

Finally, I would like to end my introduction with a quote from Drucker: “We cannot control change, we can only be ahead of it.”

Thank you!CXO UNI0N CXO联盟 cxounion.cn

Guo Ping also interacted with the host on questions related to digital transformation, such as “How to create an innovative culture”, “How to promote employee training and development through learning”, and “how to create a good environment and atmosphere for change”.

Q: The change of people is the key to successful change. In this context, how to build an enterprise innovation culture?

A: The digital process is perfect, so that most employees have rules to follow at work, but not all activities are strictly limited.

Our company is also deliberately creating a new culture, first and foremost: tolerance for failure.

Huawei invests more than 10 percent of its revenue in research and development each year, with 30 percent going to research and innovation.CXO UNI0N CXO联盟 cxounion.cn

In 2012, our research department (laboratory) specialized in basic research, and the company encouraged them to adopt a multi-path, multi-echelon approach to trial and error, such as 5G, we had a lot of technology reserves in 5G, and finally a certain technology was included in the standard and succeeded, while there were some technologies that were not included in the standard.

Our founder, Mr. Ren, once said: if you go this way and find it impossible, you tell your colleagues that this way is impossible. Let’s take another way, that is also a success.

Second, Huawei has extensively recruited high-end talent.

We recruit the best minds to join our global institutes. And we even set up institutes for dedicated scientists in their favorite places, because they don’t want to leave their hometown.CXO UNI0N CXO联盟 cxounion.cn

The company creates a very generous working environment for these scientists and geniuses. So that they only need to give full play to their intelligence.

Q: Learning is critical to drive change and innovation through trial and error and change. So in Huawei, how to promote learning, to promote the training and development of people?

A: We believe that change is to change people’s ideas, consciousness and behavior, so the biggest challenge in the change, the most critical, is to change people.

In our more than 20 years of change practice, Huawei has formed a set of change management framework to systematically solve the problems related to “people” in the change.

First of all, we need to do stakeholder analysis, divide the groups affected by the change into different groups according to “ability” and “willingness”, and adopt different coping strategies. We need to inspire those who embrace change; For those who resist change, timely adjustment or other measures should be taken.CXO UNI0N CXO联盟 cxounion.cn

Secondly, communication and training should run through the whole process of change, and different communication strategies should be adopted according to the results of the above stakeholder analysis. Through targeted training, the change audience can master new skills and methods. So as to ensure the effective implementation of the change method. For example, during our financial transformation, we conducted more than 1,000 training sessions for management, business and financial personnel.CXO UNI0N CXO联盟 cxounion.cn

Finally, we pay special attention to the changes in corporate culture brought about by change. For example, our integrated product development, IPD changes have led to a matrix management style. And employees who used to report to functional department heads are still under the leadership of project managers. The guidance and transformation of organizational culture are some effective guarantees to promote the implementation of reform.

Q: Can you give some specific examples of how Huawei creates a working environment and atmosphere suitable for organizational changeCXO UNI0N CXO联盟 cxounion.cn

A: I think there are several directions to it.

Positive motivation, rewarding change teams and letting more people know about the direction of the company, are the most commonly used methods. At Huawei, thousands of people receive awards every year, which undoubtedly creates a positive impetus for change.

But from Huawei’s experience, the sense of crisis is also very important. It can bring about the momentum of change, create real change.

Sometimes we need to make the potential crisis visible and visualized in order to enhance employees’ inner sense of crisis and understand the necessity of change.

For example, in 2014, Huawei’s supply chain had shortcomings. The actual goods and detailed accounts did not match. And sometimes the information flow could not run faster than the physical flow. Many of our colleagues are aware of this issue, but do not have a deep understanding of the huge risks to customer satisfaction and operational safety.

After several years of hard work, the company has finally achieved our goals in terms of accounting compliance.

That year, we convened the corresponding directors of more than 100 representative offices around the world to return to the company and held a “Global Warehouse Conference”, which was broadcast live to the world and showed some stunning pictures and videos. Such as the mountains of materials piled up by subcontractors. So that everyone could understand the need for change from the heart and actively participate in it. After several years of hard work, the company has finally achieved our goals in terms of accounting compliance.

The magnitude of the crisis will also push for more efficient and radical change. For the past 20 years, we have been accustomed to sourcing the best components in the world and developing the best products. And the business has grown very well every year.CXO UNI0N CXO联盟 cxounion.cn

In the past two years, the complex external environment faced by Huawei has been subjected to extreme pressure, which makes all Huawei people clearly realize that the living environment of the company has undergone tremendous changes. And also inspires the determination to dare to change themselves. In order to solve the continuity of product supply. We promote further changes in the research and development of our products. To proactively cultivate safe, trusted and reliable supply chain partners.

We recognize that complex change, the pressure of survival, are the driving force for change. But also the best opportunity to create an atmosphere of change.CXO UNI0N CXO联盟 cxounion.cn

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