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class=\"has-medium-font-size\"><strong>\u4f53\u4f1a\u56db\uff1a<\/strong>\u201c\u4e1a\u52a1\u5bf9\u8c61\u6570\u5b57\u5316\u3001\u4e1a\u52a1\u8fc7\u7a0b\u6570\u5b57\u5316\u3001\u4e1a\u52a1\u89c4\u5219\u6570\u5b57\u5316\u201d\u662f\u6570\u5b57\u5316\u8f6c\u578b\u7684\u624b\u6bb5\u3002<\/li>\n\n\n\n<li class=\"has-medium-font-size\"><strong>\u4f53\u4f1a\u4e94\uff1a<\/strong>\u6bcf\u4e2a\u516c\u53f8\u90fd\u4f1a\u6709\u76f8\u5bf9\u7a33\u5b9a\u3001\u786e\u5b9a\u6027\u7684\u4e1a\u52a1\uff0c\u8fd9\u90e8\u5206\u4e1a\u52a1\u8ffd\u6c42\u7684\u662f\u6807\u51c6\u5316\u3001\u81ea\u52a8\u5316\uff1b\u800c\u5bf9\u4e8e\u4e0d\u786e\u5b9a\u6027\u4e1a\u52a1\uff0c\u5219\u53ef\u4ee5\u8003\u8651\u901a\u8fc7\u667a\u80fd\u5316\u3001\u793e\u4ea4\u5316\u7684\u624b\u6bb5\u6765\u5b9e\u73b0\u3002<\/li>\n<\/ul>\n\n\n\n<p class=\"has-medium-font-size\"><strong>\u534e\u4e3a\u7684\u4e1a\u52a1\u53d8\u9769\u76ee\u6807\u5bf9\u51c6\u7684\u662f\u201c\u5185\u5916\u5408\u89c4\u3001\u591a\u6253\u7cae\u98df\u548c\u63d0\u5347\u571f\u58e4\u80a5\u529b\u201d\uff0c\u8fd9\u91cc\u6240\u8c13\u7684\u201c\u7cae\u98df\u201d\u5bf9\u4f01\u4e1a\u6765\u8bf4\u5c31\u662f\u6536\u5165\u548c\u5229\u6da6\uff0c\u800c\u201c\u571f\u58e4\u80a5\u529b\u201d\u5219\u662f\u80fd\u529b\u548c\u6548\u7387\uff0c\u8981\u5b9e\u73b0\u8fd9\u4e2a\u76ee\u6807\uff0c\u4f01\u4e1a\u7684IT\u5c31\u8981\u5b8c\u62103\u4e2a\u8f6c\u53d8\u3002\u9996\u5148\uff0c\u5c06\u4f20\u7edf\u5782\u76f4\u3001\u5c01\u95ed\u5f0f\u7684IT\u67b6\u6784\u8f6c\u53d8\u4e3a\u4e91\u5316\u3001\u670d\u52a1\u5316\u7684\u5f00\u653e\u67b6\u6784\uff1b\u5176\u6b21\uff0c\u4ece\u5173\u6ce8\u201c\u5185\u90e8\u6d41\u7a0b\u8fd0\u4f5c\u201d\u5411\u5173\u6ce8\u201c\u7528\u6237ROADS\u4f53\u9a8c\u201d\u8f6c\u53d8\uff1b\u6700\u540e\uff0c\u5c06IT\u7cfb\u7edf\u4ece\u670d\u52a1\u4e8e\u4f01\u4e1a\u5185\u90e8\u7ba1\u7406\u8f6c\u5411\u4e0e\u7528\u6237\u8fde\u63a5\u7684\u5b9e\u65f6\u670d\u52a1\u7cfb\u7edf\u3002<\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading has-medium-font-size\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<p class=\"has-medium-font-size\">At present, all walks of life in the world are actively carrying out digital construction, hoping to support the long-term and sustained growth of business through transformation. In the past, Huawei rarely talked about its business operation and transformation from its own perspective. In fact, as a company with a history of 30 years, Huawei also has a strong desire for digital transformation.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">In 2016, while focusing on improving enterprise efficiency through reform, Huawei also began to think about how to transform from a &#8220;centralized&#8221; mode to a &#8220;demand-driven supply&#8221; mode in the face of rapid growth of enterprises. In the face of future challenges, adhere to the Road (Real-time, On-demand, All-online, DIY and Social) experience-driven. Improve internal efficiency and benefits, make the transaction between customers, partners and Huawei faster and safer, and improve customer satisfaction.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">In recent years, Huawei&#8217;s business reform and IT construction have been carried out along the three main lines of &#8220;improving user experience&#8221;, &#8220;improving business operation efficiency&#8221; and &#8220;Building lightweight IT architecture&#8221;. It has carried out a lot of practical exploration in various business fields such as R&amp;D, sales, supply and delivery, and achieved gratifying results.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Objectives of digital transformation<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Promote enterprise development and support efficient operation of business<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Over the past 30 years, Huawei has continuously supported the steady development and rapid expansion of its own business through business reform and process IT construction, from domestic to global, from a single business to a diversified business. In this process, the operation of the whole company has not appeared major bottlenecks and obstacles.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Now, people are already talking about the future digital society and intelligent society. Which poses a new challenge to the direction of Huawei&#8217;s next business reform, or the goal of IT construction. What goal should the company&#8217;s business reform and IT construction aim at in the future? Huawei believes that cloud and servitization are just means. And the goal of transformation should be aimed at internal and external compliance, promoting business development, and supporting efficient operation of enterprises. To put it bluntly, it is to &#8220;grow more grain and increase soil fertility&#8221;. In fact, this should also be the goal of all enterprises digital transformation.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">what is the role of IT or technology in this transformation?<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">So, what is the role of IT or technology in this transformation? What is the relationship between technology and business? Huawei believes that technology must be aligned with the business objectives of the company, to drive and enable business changes, but the driving force of change is still business. At present, Huawei&#8217;s business has spread all over the world, and the complexity and uncertainty of the business are increasing. If all the processes are still managed by the central cluster, it is obviously unable to meet the needs of future development. The management model of the future should be what is called &#8220;smart operations on a large platform&#8221;. Where the front line makes efficient decisions with full authority. In this distributed management mode, the management structure, operation process and IT construction of the entire company will change.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">The first is to make Huawei&#8217;s business approach driven by user experience. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">To this end, the whole change of Huawei should be sorted out again on the basis of the above strategic objectives and develop a new blueprint. The first is to make Huawei&#8217;s business approach driven by user experience. In the past, the IT team of the company mainly passively responded to the needs of the business department and provided IT with a functional IT system connected by business processes. The front-line personnel needed to find the process first and then the corresponding IT function. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">In order to complete a job, more than 10 IT systems often needed to be opened. In the future, the company needs to build a service-oriented platform for the purpose of user experience and business scenarios. So as to quickly respond to the demands of various users and business scenarios in the front line. In order to realize such a business platform, IT needs to be supported by a unified cloud and servitization IT system. This is Huawei&#8217;s conception of the overall architecture of future business reform.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">Providing users with road experience is also the trend of current ICT transformation.<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">At the same time, providing users with road experience is also the trend of current ICT transformation. Huawei has always been a company dominated by product innovation in the past, and its products are most familiar to customers. However, in the future, if Huawei wants to become an enabler of enterprise ICT transformation and provide technical services and support in ICT transformation for customers in various industries, it must be able to support its own customers, such as telecom operators providing their users with services driven by road experience.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">To acquire the above capabilities, the best way is to take the lead in practice on Huawei&#8217;s own business platform, and improve efficiency, efficiency and customer satisfaction with the traction of road experience, which is also the future service goal of the company&#8217;s IT department. For change to be successful, it has to have a clear goal, and I strongly agree that digitization is about solving business problems. As an IT department, it should first focus on solving the problem of user experience and business development.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\">Transformation strategy:There are three major changes to the IT architecture<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">The objectives of the business change are identified, and accordingly there are three changes that need to be made in the IT architecture.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">Transform one<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Take the traditional vertical, closed IT architecture<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Into a cloud, service-oriented open architecture<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Many CIO have been faced with such a dilemma &#8211; the enterprise in IT construction spent a lot of energy, do a lot of work, finally found: in the traditional closed structure of the enterprise IT system into a vertical &#8220;chimney&#8221;, difficult to communicate and share, more and more unable to meet the increasingly diverse needs of business departments. Huawei also faced the same problem. In the past, IT adopted a method of vertical pull and then horizontal pull, but this made the company&#8217;s entire IT system so complex that it was almost unusable. The business department once described it as &#8220;slow, loose and expensive&#8221;. The first of these is slowness, the inability of IT to respond to business developments.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">For example, Huawei&#8217;s mobile phone business is developing rapidly in the world. If the business department needs to open a mobile phone store in Ghana, Africa, the corresponding IT supporting construction will take 6 to 9 months. The IT response time is often calculated in months or even years, which is difficult to keep up with the needs of rapid business development.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Therefore, the primary reason to move from a traditional closed IT architecture to an open architecture is to solve the business response problem.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">Transform two<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">From focusing on &#8220;internal process operations&#8221;<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Shift to focus on the &#8220;user ROADS experience&#8221;<\/p>\n\n\n\n<p class=\"has-medium-font-size\">IT turns out that Huawei&#8217;s IT department usually does not pay much attention to user experience. When developing an IT application, few people will know how many users there are. Who are the users, and no one will personally operate the system. Most of the time, the IT team may develop an application just to meet a certain requirement put forward by the business department at one time. As a result, there is a lot of information garbage in the enterprise IT system.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">In addition, all Huawei&#8217;s original IT application systems serve business processes, and their functions can meet the needs. But they often have poor user experience. In fact, such cases are quite common. For example, when I was working in Germany, I applied for a local mobile phone number. The various service functions of the operator were excellent. But the customer experience for me was not good. Because all the service information was in German, which I did not understand.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">So every CIO should think about whether there is a similar phenomenon in their own enterprise. What problem is IT solving for the users it serves, that is, the business?<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">Transform three<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">From &#8220;in-house operating IT system&#8221;<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Towards &#8220;real-time intelligent systems connected to users&#8221;<\/p>\n\n\n\n<p class=\"has-medium-font-size\">At present, Huawei&#8217;s IT system is an internal system, which is difficult to connect to the outside world. For example, if a partner wants to participate in a Huawei project. Where should he go to check the latest project information? Where should a technology innovation company go to showcase its products if it wants to be a Huawei supplier? A customer wants to buy a Huawei product. Where can I see the latest product description? The answer is &#8220;no&#8221;.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">The original entire IT system of Huawei mainly serves the internal management of the company. Although IT systems of many enterprises exist to solve the complex management problems of enterprises, if IT only plays such a role. It is obviously not comprehensive. It should also be a real-time service system connecting with users. To realize the end &#8211; to &#8211; end business process online, real-time, automatic operation. Just as Huawei President Ren Zhengfei put IT. All of Huawei&#8217;s changes and IT construction should be oriented towards the business and committed to making the business simpler, more efficient and faster.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">So how do you make these three changes?<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">So how do you make these three changes? First of all, IT architecture should be layered, experience-driven and service-oriented for deep decoupling. For example, the original IT system does not have the ability to identify users. But the future IT system aims to present different interfaces according to different people, different access devices, different access locations, different access methods, and different access scenarios. The role of IT is to provide information for users, rather than let users to find information. It is to provide the most appropriate business processes, business operations, as well as the knowledge and even the support needed by users at the most appropriate time according to the identification of users.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Huawei aims to implement the blueprint in three years, or 2019, across all areas of the company. We are now halfway through the year, and we are on the right track. After more than a year of practice, we are confident of the success of this transformation.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\">Business change practice:ROADS experience-driven, continuously improving efficiency, effectiveness and customer satisfaction<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">In recent years, the company has carried out active digital exploration and practice in research and development, sales, manufacturing, delivery, logistics and other fields, and achieved a series of results.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">R&amp;d operations on the cloud to achieve global R&amp;D collaboration<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Research and development is Huawei&#8217;s biggest business, accounting for half of the company&#8217;s 180,000 employees. In terms of research and development, the IT department decoupled the processes, tools, data and compilation environment involved in product development, and launched seven kinds of services, including test cloud, compilation cloud and developer community, to serve the whole process of research and development, greatly shortening the time from research and development to production.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">For example, the joint investigation of a new mobile phone used to take at least a month to calculate the time from the application for equipment to finding a place to set up an IT environment. By testing cloud services, the environment preparation time can now be reduced to days, helping R&amp;D achieve rapid resource mobilization. Another example is the compilation of mobile phone operating system, the original compilation process of each model of mobile phone is isolated, due to the large number of models need to occupy a lot of time; Now through a common compilation platform, it can reduce the build time of all mobile code versions provided by Huawei from hours to minutes.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Digital sales effectively support sales team operations<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">In terms of sales, in the past, Huawei&#8217;s sales executives often did not know the specific operation conditions of the front line, and even if there was a problem, it was difficult to find out what the problem was. In recent years, Huawei has realized unified online and offline management through digital sales, which has strongly supported the sales team. For example, sales executives at all levels of the company can now view the real-time operation of more than 200 subsidiaries in more than 170 countries on their mobile phones, and the operational level and efficiency of the sales team has been gradually and effectively improved.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">One-stop service delivery platform improves service delivery efficiency<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Delivery business involves many links. In the past, to complete a delivery task, delivery personnel sometimes need to open more than 20 IT systems. At present, the one-stop service delivery platform built by the company integrates many links involved in the delivery of resources management, outsourcing management, site acceptance, receiving of goods, technical support and personnel management into one entry through the service-oriented architecture, which greatly improves the efficiency of the whole service delivery. Not only that, the company also built a delivery command center in Xi &#8216;an, which can view the global delivery of various projects and even the execution of each site in the large screen operation center, realizing the online, real-time, visual and efficient first-line delivery business.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Global manufacturing operations and command centers support real-time decision making<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">By building a global manufacturing operation and command center, the company integrates the supply condition of global suppliers and the demand condition of the global market in a servitization way, and builds a real-time decision system around each business scenario, thus achieving quality prediction. For example, if quality problems are found in the testing process, quality warning can be put forward in the manufacturing process in time, and material batches can be controlled through big data analysis.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">The logistics visual platform comprehensively improves the efficiency of global logistics management<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Now Huawei&#8217;s business has spread all over the world, and the goods it sends are also transferred around the world. It is very difficult for such a huge logistics network to know the specific flow of goods. However, since the company built the logistics visual platform in 2014, the company&#8217;s overall account consistency rate has been greatly improved by the end of 2016. It can carry out real-time monitoring of more than 100 warehouses around the world and carry out visual management of incoming and outgoing goods, comprehensively improving the visibility level of the company&#8217;s global logistics process and collaborative operation efficiency.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Fully connected office collaboration builds an efficient connection platform for enterprises<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Every enterprise needs to build an unobstructed and efficient connection platform, which can better connect equipment, knowledge, business and team. The Welink APP, developed by Huawei&#8217;s IT team in response to these needs, has had 170,000 users since its launch in early 2017. With the Welink system, users can hold meetings, use related business applications, and view shared files, thus keeping team members connected efficiently.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\">T platform practice:Building enterprise multi-cloud architecture<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">All enterprises are currently focused on business cloud, and struggle with what kind of cloud strategy to choose &#8212; private cloud, hybrid cloud or public cloud. I have a different point of view: CIOs should forget about these technical terms because there is a natural cross-cloud and multi-cloud appeal to an enterprise&#8217;s business.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Taking Huawei as an example, from the perspective of core information asset security, the cloud process of core business must be built according to its own business characteristics. But no matter how well Huawei builds its own cloud, it will definitely use other public cloud services. In the process of Huawei&#8217;s business cloud, there is no contradiction between the construction of enterprise private cloud and the use of public cloud services. The two should be analyzed separately rather than tied together.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\">The quickest way is to use public cloud services to support these businesses.<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">For example, as mentioned above in the example of opening a mobile phone store in Africa, if the self-built IT method is adopted, the IT department needs to build a good network first, and then connect various IT systems in the past, which will take a long time. The quickest way is to use public cloud services to support these businesses. It can be said that any enterprise is bound to use multiple public cloud services if it wants to quickly respond to business demands, respond to changes in business diversity, and support the rapid expansion of business in the world. For enterprise CIOs, the business should not be concerned about what IT resources are used and whether the business services used are purchased or developed.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Based on the company&#8217;s global network architecture and data center layout, Huawei has successfully deployed eight 100ms business circles centered on the business and user ROADS experience. Its service goal is to respond to the business needs of all countries within 100ms. At the same time, Huawei actively practiced a &#8220;minimalist&#8221; network architecture in several core data centers, reducing the number of optical fibers used by tens of times. In the process of building such a global network, a large number of public cloud services such as Office 365, video conferencing, wechat and other public cloud services provided by third parties are used. Even though Huawei itself provides IaaS and PaaS services, it also uses similar services provided by other vendors in some markets where it is not strong enough to achieve fast service.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Finally, there are three things that companies need to do to build a cloudy environment.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Unified global IT resource management<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Simply put, it is necessary to have the ability to mobilize resources across the cloud and cloudy. For example, for enterprise research and development, multiple institutes around the world can jointly develop a product without worrying about where the required virtual machine or service is provided. At present, Huawei&#8217;s IT department has preliminarily equipped with IT resource scheduling capabilities, including physical machines and various clouds.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Build a unified cross-cloud integration platform<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Connect with multiple public cloud services at the application and data levels, so that businesses only need to connect with IT once when using cloud services.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Ensure the security of enterprise core information assets in a cloudy environment<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">The security of enterprise user information assets is particularly important, so it is necessary to build a cross-cloud security system when using public cloud. A cloudy security management environment is very necessary for enterprises. In terms of core assets, we would rather slow down the response speed to ensure the security of enterprise core assets.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\">5 points of experience brought by digital practice<\/h3>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Experience 1<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Digital transformation should be led by business departments. Business managers should be clear about how to support business development and solve business problems through digital transformation. As an important enabling department, the IT department should not overreach its role. Instead, IT should fully communicate with the business department to build a powerful IT platform to drive and support the rapid implementation of the reform.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Experience 2<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">In the digital transformation, the realization of user road experience should be taken as the reform goal and the criterion for measuring the success of the reform, and the corresponding experience standards should be refined and formulated for each reform project.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Experience 3<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">The digital transformation should be oriented to five types of users, including customers, consumers, partners, employees and suppliers, respectively to build a multi-ecological and fully connected digital platform, rather than limited to internal employees.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Experience 4<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">&#8220;Digitization of business objects, digitization of business processes, digitization of business rules&#8221; is the means of digital transformation.<\/p>\n\n\n\n<h5 class=\"wp-block-heading has-medium-font-size\">Experience 5<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Every company has a relatively stable and deterministic business, which pursues standardization and automation; For uncertain business, intelligent and social means can be considered.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Huawei&#8217;s business reform aims at &#8220;internal and external compliance, increasing grain production and improving soil fertility&#8221;. For an enterprise, the so-called &#8220;grain&#8221; means revenue and profit, while the &#8220;soil fertility&#8221; means capability and efficiency. To achieve this goal, the enterprise&#8217;s IT needs to complete three transformations. First, the traditional vertical and closed IT architecture is transformed into a cloud and service-oriented open architecture. 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