用一年的时间完成近8000间会议室的标准化改造、68个典型工作场景的标准化，华为为什么要这么做？
在企业数字化转型的过程中，华为认为，作业人员现代化装备的提升是企业数字化的底座和数据源泉。基于数据驱动，在特定节点上实现高度智能化和全场景协同，能够实现快速复制，推进企业数字化进程加速。
这是在日前召开的中央企业数字化转型峰会上，华为董事、CIO陶景文提到的华为在践行企业数字化转型之路上的一个从小处着眼，却关乎全局的典型应用。
在华为看来，企业数字化转型的目标有三，一提升用户体验，二提升企业运营运作效率，三创新企业商业模式。在聚焦这三个核心目标上，华为从企业发展理念、业务模式、架构、组织人才体系4个方面进行了大刀阔斧的转变，推进企业数字化转型变革的“华为模式”落地，对千行百业的数字化转型起到了广泛而积极的借鉴意义。
一、理念转变
正所谓鸡蛋从内部打破才可以称之为重生，企业数字化变革是复杂的系统工程，其本质上是生产力和生产关系的重构和变革，所以，数字化转型首先要改变的就是理念。
陶景文认为，数字化转型是企业面向未来，站在后天看明天的行为。它不只是为了打造一个先进的IT系统，而是要构建一个面向未来、具有高质量竞争力的企业。
“这就是理念上的转变，数字化转型不再由问题和需求去驱动，而是转变为愿景驱动，需要面向未来的持续战略投入。”华为企业BG数字化与技术服务部资深咨询专家孙俏文在翌日召开的数字电网分论坛中这样阐述。
何为面向未来的愿景？即面向未来5-10年的宏观环境（市场、客户和产品）和微观环境（商业模式等），制定一个不拘泥于现状的，有前瞻性的愿景，而不是聚焦当前的痛点。
这一点在华为“把数字世界带入每个人、每个家庭、每个组织，构建万物互联的智能世界”的愿景上得到有力的体现。而且，在赋能千行百业数字化转型的过程中，华为自身也要有更加优秀的实现，更进一步提出了“Digital First，实现全连接的智能华为，成为行业标杆”的愿景。
二、业务模式转变
企业数字化转型不是单纯的采数字、搭平台，而是数智化的业务能力。
因此，华为所提出的业务模式转变，是以传统的以管控为中心转向以用户为中心的业务模式，发掘更多的数字化场景。
在这个过程中，华为总结出了6条让每一个转型变革中的业务人员都能够寻找数字化转型的切入点。
如从传统的线下为主转变为线上为主；将串行操作转变为共享操作；将手工操作转变成AI自动处理；由依赖经验判断，辅以少量数据分析的经验判断操作，转变为数字分析和模拟的数据分析操作；以后端/机关为中心的“推式”为主，转变为项目/订单“拉”和DSN计划“推”双轮驱动的推拉结合；由机关管控转变为授权监管。
可以说，在早期的流程管控下，销售流程、研发流程、沟通流程、服务流程等都是一个个的烟囱系统。而业务模式转变带给华为最大的价值在于，流程之间的有效贯通使横向的业务线到流程的E2E实现端到端打通。
这相当于在企业内部搭建一个强大的数字化操作系统，向上能连接应用，向下可连接资源和伙伴，使华为形成了乐高积木式的组织能力，实现业务扁平化、灵活与共享。
三、组织架构转变
当业务模式更加快速、灵活后，需要一个企业级的数字化架构来支撑。此时的数字化转型对企业传统架构提出了四个要求，即面向客户/伙伴/供应商/员工等的一致体验、从传动架构转变为服务化架构、数据同源和全面云化。
在华为看来，非原生数字企业数字化转型有两条道路可以选择，第一条路径就是在传统业务和应用不变的情况下，用数字化使能当前架构；第二个就是要对传统架构进行解耦，在配合数字化使能。
华为认为，面向未来，必然是第二种路径能行稳致远。也是在此过程中，华为通过实践构建“V模型方法论”，实现从业务、数据到IT的一体化分层解耦。并结合在数据供给侧多年的扎实管理工作，完成了数据供给和保障数据的有效性、及时性和准确性，实现数据清洁，保障数据同源。
四、组织人才转变
可以说，每一场变革都是对人的转变，对于组织和人才的转变是企业数字化转型的基础和必要需求。因为数字化不仅仅是IT的事，更是业务自身的事。
因此，在新一轮的数字化转型之下，华为搭建了“业务-数据-IT”一体化产品团队，负责从规划、建设到运营全生命周期。此时的数字化组织也不再是靠贴心的服务取悦于业务，要靠持续的能力提升赢得业务的尊重。
值得强调的是，企业数字化转型也是“一把手”工程，华为数字化转型实施变革管理委员会决策机制，深度卷入一把手及核心决策层，这也是华为取得当前的转型成功的决定性因素之一。
五、苦练内功，助推企业数字化转型加速
陶景文在阐述华为接下来推进数字化转型中的几个重点工作时指出，要打造智能企业数字化操作系统，即苦练内功。华为认为，一个强大的数字化平台应该包括：完善的网络安全与数据保护，支持企业主业成功；资源联接与管理能力、先进的数据采集能力，支持多云联接和资源高效；良好的开放和运营环境，打造无代码和低代码数字平台，支持企业更好地用数和赋智，强化企业数据主权和安全能力，加强非云原生企业数字化进程。
2020年，华为提出“懂行·专注于行业数字化转型”理念，重点聚焦场景化创新，带来了100+场景化解决方案，将能源、机场、煤矿、医院等各种各样生产场景通过云、AI、5G等新ICT技术进行改造升级，解决行业痛点。同时携手1400多家伙伴落地1600多个联合方案，坚实地推进千行百业的数字化转型。
正如陶景文所言，华为将充分利用技术进步，围绕鸿蒙、5G、Wi-Fi 6等技术联接更多装备，同时建好基本模块，开源共享，实现开放互联互通，打造集众智、聚众力的“中国方案”，助力企业更加加速数字化转型。
翻译：
It took a year to complete the standardization of nearly 8,000 conference rooms and 68 typical work scenarios. Why did Huawei do this?
In the process of enterprise digital transformation, Huawei believes that the upgrading of modern equipment of operators is the base and data source of enterprise digitalization. Based on data drive, it can realize highly intelligent and full-scene collaboration on specific nodes, which can realize fast replication and accelerate enterprise digitization process.
This is recently held in the central enterprise digital transformation Summit, Huawei director, CIO Tao Jingwen mentioned that Huawei in the practice of enterprise digital transformation on the road to a small focus, but related to the overall situation of the typical application.
In Huawei’s view, there are three goals for enterprise digital transformation: first, improve user experience, second, improve enterprise operation efficiency, and third, innovate enterprise business model. In focusing on these three core objectives, Huawei has made bold changes in four aspects: enterprise development concept, business model, structure and organizational talent system. The implementation of the “Huawei model” to promote enterprise digital transformation and reform has played a broad and positive reference for the digital transformation of thousands of industries.
1. Change of concept
As the saying goes, only when the egg is broken from the inside can it be called rebirth. The digital transformation of an enterprise is a complex systematic engineering, which is essentially the reconstruction and transformation of productivity and production relations. Therefore, the first thing to be changed in digital transformation is the concept.
Tao Jingwen believes that digital transformation is the behavior of enterprises facing the future and looking at the day after tomorrow. IT’s not just about building an advanced IT system, it’s about building a high-quality competitive business for the future.
“This is a shift in philosophy, where digital transformation is no longer driven by problems and needs, but is now driven by vision, requiring a sustained strategic investment into the future.” Sun Qiaowen, senior consulting expert of Huawei BG Digital and Technology Service Department, elaborated in the digital power grid sub-forum held the next day.
What is a vision for the future? That is, develop a forward-looking vision for the macro environment (market, customer and product) and micro environment (business model, etc.) in the next 5-10 years, rather than focusing on the current pain points.
This point is strongly reflected in Huawei’s vision of “bringing the digital world to every person, every home and every organization, and building a smart world where everything is connected”. Moreover, in the process of enabling the Digital transformation of thousands of industries, Huawei itself also needs to achieve better implementation. It further proposed the vision of “Digital First, realizing a fully connected intelligent Huawei, and becoming the industry benchmark”.
2. Business model transformation
Enterprise digital transformation is not a simple number, build platform, but the number of intelligent business ability.
Therefore, the change of business model proposed by Huawei is to shift from the traditional management-centered business model to the user-centered business model and explore more digital scenarios.
In this process, Huawei has summarized 6 rules to enable every business personnel in transformation to find the entry point of digital transformation.
For example, from the traditional offline to online; Converting serial operations to shared operations; Turning manual manipulation into AI automation; From the empirical judgment operation, supplemented by a small amount of data analysis, to digital analysis and analog data analysis operation; The back-end/organ as the center of “push” mainly, into the project/order “pull” and DSN plan “push” two-wheel drive combination of push and pull; From agency control to authorized supervision.
It can be said that under the early process control, the sales process, research and development process, communication process and service process are all chimney systems. The biggest value brought to Huawei by business model transformation is that the effective connection between processes enables the horizontal line of business to the E2E of the process to achieve end-to-end connection.
This is equivalent to building a powerful digital operating system inside the enterprise, which can connect applications upward and resources and partners downward, enabling Huawei to form a Lego-like organizational capability and realize business flatness, flexibility and sharing.
3. Organizational structure transformation
As business models become faster and more flexible, an enterprise-level digital architecture is needed to support them. At this time, the digital transformation puts forward four requirements for the traditional enterprise architecture, namely, the consistent experience for customers/partners/suppliers/employees, the transformation from driving architecture to service-oriented architecture, data homology and comprehensive cloud.
In Huawei’s view, non-native digital enterprises can choose two paths for digital transformation. The first path is to enable the current architecture with digitalization while the traditional business and application remain unchanged. The second is to decouple the traditional architecture, in conjunction with digital enablement.
Huawei believes that for the future, the second path is inevitable. IT is also in this process that Huawei builds the “V model methodology” through practice to realize the integration and hierarchical decoupling from business, data and IT. Combined with years of solid management work in the data supply side, the data supply and ensure the effectiveness, timeliness and accuracy of the data, to achieve data cleanliness and ensure data homology.
4.Organize the transformation of talents
It can be said that every change is the transformation of people. And the transformation of organizations and talents is the basis and necessary demand of enterprise digital transformation. Because digitization isn’t just about IT, it’s about the business itself.
Therefore, under the new round of digital transformation, Huawei has set up an integrated product team of “business-data-IT”. Which is responsible for the whole life cycle from planning, construction to operation. At this time, digital organizations no longer rely on intimate service to please the business. But rely on continuous ability improvement to win the respect of the business.
It is worth emphasizing that enterprise digital transformation is also a “leader” project. Huawei’s digital transformation implementation changes the decision-making mechanism of the management committee. Which is deeply involved in the leader and the core decision-making level. Which is also one of the decisive factors for Huawei’s current transformation success.
5. Hard to practice internal skills, promote the acceleration of enterprise digital transformation
Tao Jingwen elaborated several key work in Huawei’s next push digital transformation. Pointed out that to build an intelligent enterprise digital operating system, that is, hard to practice internal skills. Huawei believes that a strong digital platform should include:. Complete network security and data protection to support the success of enterprise main business. Resource connection and management capabilities, advanced data acquisition capabilities, support multi-cloud connection and resource efficiency. A good open and operating environment will be created to build code-free and low-code digital platforms. Support enterprises to better use data and wisdom, strengthen their data sovereignty and security capabilities. And strengthen the digitalization process of non-cloud native enterprises.
In 2020, Huawei proposed the concept of “know your business and focus on industry digital transformation”. Focusing on scenario-oriented innovation and bringing 100+ scenario-oriented solutions to transform and upgrade various production scenarios such as energy, airports, coal mines and hospitals through cloud, AI, 5G and other new ICT technologies to solve the pain points of the industry. At the same time, it has worked with more than 1,400 partners to implement more than 1,600 joint plans. And firmly promoted the digital transformation of thousands of industries.
As Tao Jingwen said, Huawei will make full use of technological progress to connect more equipment around Hongmeng, 5G, Wi-Fi 6 and other technologies. At the same time, we will build basic modules, open source and share, realize open connectivity. And create a “China solution” that gathers wisdom and strength to help enterprises accelerate their digital transformation.
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