当前，数字化转型已经成为时代热词，成为驱动传统制造业不断向中高端迈进的利器。
开展数字化转型业务已成为各行各业的共识，绝大部分组织，包括公司企业、公共事业单位、政府机构等已经启动了数字化转型进程。但相比趋势的如火如荼，数字化转型成果显著的企业仍是少数。
长江商学院金融教授周春生在新书《新二元经济》中指出：
对规模化企业来讲，当前探讨数字化转型的重点是企业的全面数字化重塑。企业关于数字化转型的认识要尽快由工具改造思维，转型变成“真正的数字化企业”思维。
数字化是现代经济发展的一个重大趋势，是新二元经济时代数字经济和实体经济、无限供给经济和有限供给经济融合发展的象征。
下面，我们就依据《华为行业数字化转型方法论白皮书（2019）》以及相关资料，介绍一下华为的数字化战略与方法。
华为认为：所谓数字化转型，即通过新一代数字技术的深入运用，构建一个全感知、全链接、全场景、全智能的数字世界，进而优化再造物理世界的业务，对传统管理模式、业务模式、商业模式进行创新和重塑，最终实现业务成功。
在大量的行业数字化转型实践中，华为摸索、积累出了一套应用数字化技术实现业务成功的战略框架与战术工具集，对业务可持续创新发展的最佳实践进行了总结，提炼了其中具有通用性和普适性的关键点与要素，形成了一套简单、可操作的方法，总结起来就叫“1234方法”。
■ 坚持1个整体战略：将数字化转型定位为组织整体战略，进行全局谋划。
■ 创造2个保障条件：通过组织机制转型激发组织活力，通过文化转型创造转型氛围。
■ 贯彻3个核心原则：将核心原则贯穿到转型全过程，保证转型始终在正确的轨道上。
■ 推进4个关键行动：通过4个关键行动控制转型的关键过程。
我们希望华为的这套行动纲领能对相关企业数字化转型起到参考、指引作用，帮助各组织结合自身行业特点，在前瞻性的战略规划牵引下，走出一条动态演进的可持续发展道路，进而实现在数字化时代的自我进化。
一、坚持1个整体战略
数字化战略是指筹划和指导数字化转型方略，在高层次上面向未来，在方向性和全局性的重大决策问题上选择做什么、不做什么。
数字化转型是整个组织层级的战略，是组织总体战略的重要组成部分。以战略为指引开展数字化转型，将大大提高转型成功的概率。
数字化转型战略主要包括：
■ 数字化转型的愿景和使命。
■ 数字化转型的定位和目标。
■ 新商业模式、新业务模式和新管理模式。
■ 数字化转型的战略举措。
二、创造2个保障条件——组织机制+文化氛围
1. 组织机制保障
数字化转型需要强有力的组织来支撑，需要明确转型的责任主体，制定合理的组织业务目标，配套考核和激励机制，优化组织间的协作流程。
在适合的条件下还应成立专门的数字化转型团队，协调业务和技术部门，建立数字世界与物理世界间的协同运作机制，统筹推进数字化转型落地。
2. 创造文化氛围
组织文化是数字化转型成功与否的关键要素，要不断培养转型文化理念，激发个体活力，为员工营造好的转型环境，形成数字化转型的动力源泉。
在组织内部培育数字文化、变革文化和创新文化，支撑组织的数字化转型。
■ 数字文化：积极拥抱数字化，通过数据来改变传统的管理思路和模式，习惯用数据说话、用数据决策、用数据管理、用数据创新。
■ 变革文化：勇于探索、拥抱变化、自我颠覆、持续变革。
■ 创新文化：崇尚创新、宽容失败、支持冒险，在数字化转型过程中更加积极和主动。
三、贯彻3个核心原则
数字化转型应遵循以下三个核心原则，并将这三个原则贯穿到转型全过程，保证转型始终在正确的轨道上。
1. 战略与执行统筹
在数字化转型过程中，战略与执行并重。
战略强调自上而下，重视顶层设计，从组织战略逐层解码，找到行动的目标和路径，指导具体的执行。
执行强调自下而上，在大致正确的方向指引下积极进行基层探索和创新，将新技术和具体业务场景结合起来找到价值兑现点。从成功的基层创新中归纳和总结经验，反过来影响和修订上层的战略和解码。
战略与执行统筹，处理好远期与近期、总体与局部、宏观与微观等各方面的关系。
2. 业务与技术双轮驱动
数字化转型的驱动力来自业务和技术两个方面。
数字化转型实际上是业务的转型升级，要从业务视角主动思考转型的目标和路径，将转型落实到具体的业务运作中。可以借鉴外部的实践经验，找到技术对业务变化的支撑点。
新技术是业务提升的巨大推动力，企业应该在新技术的探索上进行适度的超前投入，通过持续的探索和学习，将新技术的威力变为实际的业务价值，推动业务持续转变。
3. 自主与合作并重
转型成功的关键在于组织自身，组织要实现自我驱动，识别和聚焦核心能力，自我提升要实现核心能力内化。
对于非核心能力，应以开放的心态充分利用外部力量，快速补齐能力短板，构建互利共赢的生态体系，以促进自身发展。
四、推进4个关键行动
1. 顶层设计
数字化转型的顶层设计就是制定转型的总体框架与发展目标，是全局有效协同的必要基础。
顶层设计可以明确长期目标，实现战略解码，在组织内统一思想、统一目标、统一语言、统一行动，解决数字化转型的整体性、协作性和可持续性问题。
数字化转型的顶层设计从过程上看，主要包括价值发现、蓝图制定和路径规划三大阶段。
① 价值发现
快速实现业务价值是数字化转型顶层设计的难点。
价值发现通过综合评估企业现状、分析业务需求、对标业界实践等，发现转型的业务价值，找准转型突破口，其主要工作包括现状与问题调研、业务需求理解、业界最佳实践对标、技术发展趋势分析，以及转型价值发现等。
② 蓝图制定
蓝图制定为数字化转型制定总目标，指引转型的总方向，使转型成为全局性共识。
其主要工作包括愿景描绘、转型目标设定、转型蓝图制定、转型架构设计、技术路线选择、制定转型举措，以及组织与文化变革等。
其中，制定转型蓝图是这一阶段的核心工作：一方面要保证转型目标的有效落地，具备可实施性；另一方面还要保证转型在未来的可演进、可持续发展。因此，良好的组织架构设计是其中的关键点。
③ 路径规划
路径规划的主要任务是识别转型约束条件与资源需求，制定切实可行的实施规划，确保目标达成。其主要工作过程包括约束条件分析、资源需求分析、实施路径规划，以及实施任务分解等。
2. 平台赋能
数字化时代下，外部环境的快速变化与组织内在的稳健经营要求形成了强烈矛盾，带来了巨大挑战。
反映在组织的数字化转型上，业务需求快速多变，新技术层出不穷，而数字化系统需要稳定扩展与平滑演进，频繁的颠覆重构不仅会造成重复的建设投资，更将带来业务经营与组织运营方面的额外风险。
组织需要不断强化，以提升自身的数字化能力来应对这种挑战，其中包括：
■ 业务与技术深入结合能力：将业务经营、组织运营的新功能与新需求不断在技术系统中落地实现并反哺业务，包括产品/服务数字化、精准营销、全要素在线和实时决策支持等。
■ 数据智能和价值再造能力：面向全量数据和数据全生命周期的治理和价值挖掘能力，包括外部数据融合、分析、建模、治理和数据安全等。
■ 技术管理和技术融合能力：对组织纳入的数字技术进行高效管理的能力，包括弹性基础设施、组件解耦服务化、服务运营管理、新技术纳入、API（应用程序接口）管理、技术安全，以及开发运营等。
因此，组织需要构建一个支撑数字化转型的平台，其特征具体表现为：
第一，应用场景化：根据不同的业务场景提供个性化的应用功能，满足不同角色对象在组织经营/运营活动中随时随地接入使用数字化系统的需要，丰富业务场景，提升用户体验。
第二，能力服务化：业务能力共性提取，形成数字化服务接口；业务流程灵活编排，支持业务敏捷与创新。
第三，数据融合化：全量数据采集汇聚、全域数据融合、全维数据智能分析，洞察业务内在规律，提供决策支持。
第四，技术组件化：以组件化框架承载，按需引入大数据、物联网、视频智能分析和AR/VR（增强现实/虚拟现实）等新技术，使技术架构易扩展、技术元素易集成、技术能力易调用。
第五，资源共享化：智能终端、网络连接和计算/存储资源的云化，使其能共享复用，实现资源的弹性、高效管理。
在平台化的数字化系统上，可实现应用模型有效沉淀、数据资产逐步积累、技术架构平滑演进，由此，组织的数字化能力将迅速得到提升。
3. 生态落地
数字化时代，基于上下游“服务提供、服务采购”的简单合作模式正在逐渐失效，从“链式串接”向“网状互联”的合作方式演化已成为行业共识。
在数字化系统建设上，组织自主完成全部的系统建设越来越不可行，以生态方式构建数字化系统，可以吸引多类型厂商协同联动、优势互补。
在平台化架构下，基于数字化系统建设所需的能力分层和角色分工，组织能够低成本、高效率地发现合作资源、建立合作关系、推动合作落地、保持合作发展，实现关键技术自主，补齐能力短板，服务良性竞争，构建起良性生态体系，为数字化系统的长期、持续和健康发展提供保障。
数字化系统建设所需的生态合作资源通常包括：咨询设计服务、应用服务、技术平台服务、系统集成服务、运营安全服务和投融资服务等。
4. 持续迭代
数字时代下，业务变化快，技术更新快，各行各业需要迅速地迭代。但是迭代不代表全盘颠覆，数字化转型的能力需要不断积累和传承，信息化建设要支撑物理世界业务的可持续发展。
因此，数字化建设的迭代应该是分层的，不同的层次以不同的周期进行迭代和演进。
① 功能级的“短周期”迭代
业务需求快速变化，ICT（信息通信技术）发展快速变化，新技术和业务的结合快速变化，这些都需要迅速地迭代。
通过短周期迭代，使转型紧贴业务价值得以实现，并降低转型风险。
② 平台能力级的“中周期”迭代
平台承载了转型的能力，例如快速引入新技术，以高效的服务应对业务的迅速变化，以及大数据快速建模等，因此架构和平台都需要相对稳定，而非被快速颠覆；
而且还要将短周期迭代中的成功经验不断沉淀到平台之中，因为在失败的短周期迭代中往往也会有闪光点，不能错失每一个有价值的积累。平台能力级的“中周期”迭代有助于将转型能力持续做厚。
③ 规划设计级的“长周期”迭代
在规划设计的指引下，在多次的业务功能和平台能力迭代之后，数字化转型逐步逼近战略目标。
在阶段性目标基本达成的时候，需要进行方向性的审视并做出调整。但战略目标的调整应该是相对“长周期”的，规划设计过快的变化不利于转型的资源投入和行动的持续有效。
通过三个层次的持续迭代，组织的数字化转型将不断完善，数字化能力将不断提升。
翻译：
At present, digital transformation has become a hot word of The Times, and become a tool to drive the traditional manufacturing industry to continuously move towards the middle and high-end.
It has become the consensus of all walks of life to carry out digital transformation business. Most organizations, including companies, public institutions and government agencies, have started the process of digital transformation. But compared with the trend of full swing, digital transformation results are still a small number of enterprises.
Zhou Chunsheng, a finance professor at Cheung Kong Graduate School of Business, argues in his new book, The New Dual Economy:
For large-scale enterprises, the current focus of digital transformation is the comprehensive digital remodeling of enterprises. The enterprise’s understanding of digital transformation should be transformed from tool transformation thinking to “real digital enterprise” thinking as soon as possible.
Digitalization is a major trend of modern economic development, and a symbol of the integrated development of digital economy and real economy, infinite supply economy and limited supply economy in the new dual economy era.
The following, we will introduce Huawei’s digital strategy and methods based on the White Paper on the Methodology of Huawei’s Industry Digital Transformation (2019) and relevant materials.
Huawei believes that the so-called digital transformation is to build a digital world with full perception, full link, full scene and full intelligence through the in-depth application of the new generation of digital technologies, and then optimize and recreate the business of the physical world, innovate and reshape the traditional management model, business model and business model, and finally achieve business success.
In a large number of industrial digital transformation practices, Huawei has explored and accumulated a set of strategic framework and tactical tool set for business success through the application of digital technology, summarized the best practices for business sustainable innovation development, extracted the key points and elements with universality and universality, and formed a set of simple and operable methods. It’s called Method 1234.
Method 1234：
■ Adhere to one overall strategy: Position digital transformation as an overall strategy of the organization and make overall plans.
■ Create two guarantee conditions: stimulate organizational vitality through organizational mechanism transformation, and create an atmosphere of transformation through cultural transformation.
■ Implement 3 core principles: Core principles throughout the transformation process to ensure that the transformation is always on the right track.
■ Promote 4 key actions: Control the key process of transformation through 4 key actions.
We hope that this program of action of Huawei can serve as a reference and guide for the digital transformation of relevant enterprises, and help various organizations to walk out of a dynamic and sustainable development path under the traction of forward-looking strategic planning based on their own industry characteristics, so as to realize self-evolution in the digital age.
1. Adhere to an overall strategy
A digital strategy is a strategy for planning and guiding digital transformation, looking at the future at a high level and choosing what to do and what not to do in terms of directional and overarching decisions.
Digital transformation is the strategy of the whole organizational level and an important part of the overall strategy of the organization. To carry out digital transformation guided by strategy will greatly improve the probability of success of transformation.
The digital transformation strategy mainly includes:
■ Vision and mission of digital transformation.
■ Positioning and objectives of digital transformation.
■ New business model, new business model and new management model.
■ Strategic initiatives for digital transformation.
2. Create two guarantee conditions — organizational mechanism + cultural atmosphere
1）Guarantee of organizational mechanism
Digital transformation needs the support of a strong organization. It needs to define the responsible subject of transformation, formulate reasonable organizational business objectives, support assessment and incentive mechanisms, and optimize the cooperation process among organizations.
Under appropriate conditions, a dedicated digital transformation team should be established to coordinate business and technical departments, establish a collaborative operation mechanism between the digital world and the physical world, and promote the implementation of digital transformation as a whole.
2）Create a cultural atmosphere
Organizational culture is the key factor for the success of digital transformation. It is necessary to constantly cultivate the concept of transformation culture, stimulate individual vitality, create a good transformation environment for employees, and form the power source of digital transformation.
Foster digital culture, change culture and innovation culture within the organization to support the organization’s digital transformation.
■ Digital culture: Actively embrace digitalization, change traditional management ideas and modes through data, and get used to using data to speak, make decisions, manage and innovate.
■ Culture of change: Dare to explore, embrace change, self-subversion and continuous change.
■ Innovation culture: Advocating innovation, tolerating failure, supporting risk-taking, and being more active and proactive in the digital transformation process.
3. Implementing the Three Core Principles
Digital transformation should follow the following three core principles, and the three principles throughout the whole process of transformation, to ensure that the transformation is always on the right track.
1）Coordination of strategy and execution
In the process of digital transformation, strategy and execution are equal.
Strategy emphasizes top-down, pays attention to top-level design, decodes organizational strategy layer by layer, finds the target and path of action, and guides the specific implementation.
Execution emphasizes bottom-up, active exploration and innovation at the grassroots level under the guidance of roughly correct direction, combining new technologies with specific business scenarios to find the value realization point. Lessons learned from successful innovations at the grassroots level, which in turn influence and revise strategies and decoding at the top.
Coordinate strategy and implementation, handle the relationship between long-term and short-term, overall and local, macro and micro.
2）Business and technology dual-wheel drive
Digital transformation is driven by both business and technology.
Digital transformation is actually the transformation and upgrading of the business. We should take the initiative to think about the goal and path of transformation from the perspective of business, and implement the transformation into specific business operations. We can learn from external practical experience to find the support point of technology for business change.
New technology is a huge driving force for business improvement. Enterprises should make appropriate advance investment in the exploration of new technology, turn the power of new technology into actual business value through continuous exploration and learning, and promote the continuous transformation of business.
3）Equal emphasis on autonomy and cooperation
The key to successful transformation lies in the organization itself. The organization should realize self-drive, identify and focus on core competence, and realize internalization of core competence in self-promotion.
As for non-core capabilities, we should make full use of external forces with an open mind, quickly strengthen our weak areas of capability, and build a mutually beneficial ecosystem to promote our own development.
4. We will advance four key actions
1）Top-level design
The top-level design of digital transformation is to formulate the overall framework and development goals of transformation, which is the necessary basis for effective global collaboration.
Top-level design can clarify long-term goals, achieve strategic decoding, unify ideas, objectives, language and actions within the organization, and solve the problems of integrity, collaboration and sustainability of digital transformation.
From the perspective of process, the top-level design of digital transformation mainly includes three stages: value discovery, blueprint formulation and path planning.
Value discovery, blueprint formulation and path planning：
① Value discovery
Rapid realization of business value is the difficulty of top-level design in digital transformation.
Value discovery finds the business value of transformation and identifies the breakthrough point of transformation through comprehensive assessment of enterprise status, analysis of business needs, benchmarking industry practices, etc. Its main work includes current situation and problem investigation, understanding of business needs, benchmarking of industry best practices, analysis of technology development trend, and transformation value discovery.
② Blueprint making
The Blueprint sets out the overall goals for digital transformation, guides the overall direction of transformation, and makes transformation a consensus.
Its main tasks include vision formulation, transformation goal setting, transformation blueprint formulation, transformation framework design, technological route selection, transformation initiatives formulation, and organizational and cultural change.
Among them, the formulation of the transformation blueprint is the core work of this stage: on the one hand, to ensure the effective implementation of the transformation objectives, with the implementation; On the other hand, it is necessary to ensure the evolution and sustainable development of the transformation in the future. Therefore, good organizational design is the key point.
③ Path planning
The main task of path planning is to identify transformation constraints and resource requirements, formulate feasible implementation plans, and ensure the achievement of goals. Its main working process includes constraint condition analysis, resource demand analysis, implementation path planning, and implementation task decomposition.
2）Platform enabling
In the digital age, the rapid change of external environment has formed a strong contradiction with the organization’s internal requirement of stable operation, which brings great challenges.
As reflected in the digital transformation of organizations, business needs change rapidly, new technologies emerge endlessly, and digital systems need stable expansion and smooth evolution. Frequent subversion and reconstruction will not only cause repeated investment in construction, but also bring additional risks in business and organizational operations.
Organizations need to strengthen their digital capabilities to meet this challenge, including:
■ Ability to deeply integrate business and technology: New functions and demands of business operation and organization operation are constantly implemented in the technical system and feed back to the business, including product/service digitization, precision marketing, all-factor online and real-time decision support.
■ Data intelligence and value regenerating capabilities: Governance and value mining capabilities for full data and data life cycle, including external data fusion, analysis, modeling, governance and data security.
■ Technology management and technology convergence capabilities: The ability to effectively manage the digital technologies incorporated into the organization, including resilient infrastructure, component decoupling and servicing, service operations management, new technology inclusion, API (application program interface) management, technology security, and development operations.
Therefore, organizations need to build a platform to support digital transformation, and its characteristics are as follows:
First, application scenario-based: Personalized application functions are provided according to different business scenarios to meet the needs of different role objects to access and use the digital system anytime and anywhere in organizational business/operation activities, enriching business scenarios and improving user experience.
Second, capability servitization: business capability generality extraction, forming digital service interface; Flexible orchestration of business processes supports business agility and innovation.
Third, data integration: full data collection and aggregation, global data fusion, full dimensional data intelligent analysis, insight into the business law, to provide decision support.
Fourth, technology componentization: new technologies such as big data, Internet of Things, video intelligent analysis and AR/VR (augmented reality/virtual reality) are introduced in a componentized framework on demand to make the technical architecture easy to expand, technical elements easy to integrate, and technical capabilities easy to invoke.
Fifth, resource sharing: intelligent terminal, network connection and computing/storage resources of the cloud, so that it can be shared and reused, to achieve the elastic, efficient management of resources.
On the platform digital system, the application model can be effectively precipitated, the data assets can be gradually accumulated, and the technical architecture can evolve smoothly. Therefore, the organization’s digital capability will be rapidly improved.
3）Ecological landing
In the digital age, the simple cooperation mode based on upstream and downstream “service provision and service procurement” is gradually failing, and the evolution of cooperation mode from “chain connection” to “network interconnection” has become an industry consensus.
In terms of digital system construction, it is increasingly impractical for organizations to complete all system construction independently. Constructing digital system in an ecological way can attract multi-types of manufacturers to coordinate and complement each other’s advantages.
Under the platform architecture, based on the capability stratification and role division required by the construction of digital system, organizations can find cooperative resources, establish cooperative relations, promote the implementation of cooperation, maintain cooperative development at low cost and high efficiency, realize the autonomy of key technologies, complement the weak areas of capability, provide healthy competition in services, and build a sound ecological system. To ensure the long-term, sustainable and healthy development of digital system.
Ecological cooperation resources required for digital system construction usually include consulting and design services, application services, technology platform services, system integration services, operation security services, investment and financing services, etc.
4）Keep iterating
In the digital age, business changes quickly, technology updates quickly, all walks of life need rapid iteration. However, iteration does not mean total subversion. The ability of digital transformation needs to be continuously accumulated and inherited, and the information construction should support the sustainable development of the physical world business.
Therefore, the iteration of digital construction should be hierarchical, and different levels carry out iteration and evolution in different cycles.
① Functional “short cycle” iteration
Rapid changes in business requirements, rapid changes in ICT (information and communication technology) developments, and rapid changes in the combination of new technologies and services all require rapid iteration.
Through short cycle iterations, the transformation is aligned with business value and the transformation risk is reduced.
② “mid-cycle” iteration of platform capability level
The platform bears the ability of transformation, such as the rapid introduction of new technologies, efficient services to cope with rapid business changes, and fast modeling of big data. Therefore, the architecture and platform need to be relatively stable, rather than being quickly disrupted.
In addition, successful experiences in short-cycle iterations should be continuously deposited into the platform, because there are often shining points in failed short-cycle iterations, and we should not miss every valuable accumulation. “Mid-cycle” iterations at the platform capability level help build the transformation capability over time.
③ Planning and design-level “long cycle” iteration
Under the guidance of planning and design, after several iterations of business functions and platform capabilities. Digital transformation gradually approaches the strategic goal.
When the stage goal is basically achieved, it is necessary to conduct a directional review and make adjustments. However, the adjustment of strategic objectives should be relatively “long period”. And the rapid change of planning and design is not conducive to the sustainable and effective resource input and action of transformation.
Through the continuous iteration of the three levels, the digital transformation of the organization will continue to improve. And the digital capability will continue to improve.
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