纵览华为的发展历程，我们可以清晰地看到，数字化转型在华为的重要发展时期都发挥着非常显著的作用和成效。
从1998年起，华为邀请IBM等多家世界著名咨询公司，先后开展了数字化战略规划（ITS&P）、集成产品开发变革（IPD）、集成供应链服务变革（ISC）、集成财经服务变革（IFS）和从线索到回款营销变革（LTC）等一系列重大管理变革项目。
这些管理变革项目，大家看到最多、讨论最多的是战略选择、流程、组织和运作机制，但有一个价值被严重低估的关键视角，那就是“Digital Inside”（业务数字化）。事实上，华为以上这些管理变革，其背后都是典型的数字化转型工程。
我们一起来回顾一下其中几个关键节点。
一、IPD开发
以集成产品开发（IPD）为标志的管理变革和数字化转型，是华为迈出国门成为国际化企业的铺路石和里程碑。
它一方面成功使得华为产品的研发周期缩短了一半，故障率减少了95%以上；另一方面，由于全面推行这套标准化、数字化、全球异步协同的产品研发流程和管理体系，以及基于该流程和管理体系的产品数据管理(PDM)等数字化平台，国际客户对华为产品的质量和创新有了充分的信心，推动华为迅速打开国际市场新局面，使华为海外业务从2000年出海初期的屡战屡败迅速发展到2008年超过75%的销售收入来自海外的大突破。
可以说，IPD变革作为华为有史以来规模最大的一场“洋务运动”，对华为海外市场的有效规模增长立下汗马功劳。
二、供应链变革
以集成供应链服务（ISC）和全球供应链（GSC）为标志的供应链领域管理变革和数字化转型，在面对海外业务浪涌式增长、保障海外业务规模化低成本供应交付中发挥巨大的作用。
ISC变革把供应链流程的共性部分，抽取成为共享平台进行集中化管理以获得降低成本优势，把数字化平台标准化，将集成供应链流程扩展到全球，经过三年时间，供应链的及时齐套到货率从管理变革之初的20%提升到85%，供应链处理效率提升了35%，华为跻身为信息通信行业全球范围内供应链运作效率最高的企业之一。
三、IFS变革
以集成财经服务（IFS）为标志的管理变革和数字化转型，不但拉开了华为数据治理体系建设的序幕，也支撑了华为从全球化规模增长向全球化有效增长的转型，大大提升了华为整体的经营管理能力和效益水平。华为CFO在解读2014年年报时指出，包括集成财经服务在内的管理变革给华为带来的收益占整体收益的72%。
任正非在总结管理变革和数字化转型的成果时说，华为经过二十来年的持续努力，取得了显著的成效，基本上建立起一个集中统一的管理平台和较完整的流程体系，支撑了华为进入了全球行业领先的行列。
华为CFO孟晚舟在华为2013年业绩预告发布会上的发言也佐证了上面的观点，她在回答华为利润增长来自哪里的时候指出，经过测算，华为2013年主营业务利润为286亿-294亿元，主营业务利润率为12.1%，同比上一年9.1%增长了3个百分点。这3个百分点中，2.8个百分点来自管理变革，其中集成财经服务IFS贡献了0.5个百分点。
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。
翻译：
Taking a survey of Huawei’s development history. We can clearly see that digital transformation has played a very significant role and effect in Huawei’s important development period.
Since 1998, Huawei has invited IBM and other world-renowned consulting firms to carry out a series of major management reform projects. Such as digital Strategic Planning (ITS&P), Integrated Product Development Revolution (IPD), integrated supply chain Service Revolution (ISC), integrated financial Service Revolution (IFS) and Lead to Cash Collection Marketing Revolution (LTC).
While most of these management change projects are seen and talked about in terms of strategic choices, processes, organizations and operational mechanisms. There is one critical perspective that is grossly undervalued and that is “Digital Inside”. In fact, behind the above management changes of Huawei are typical digital transformation projects.
Let’s review some of the key points.
IPD development
The management change and digital transformation marked by integrated product development (IPD) . It is the paving stone and milestone for Huawei to step out of the country and become an international enterprise.
On the one hand, it has successfully shortened the R&D cycle of Huawei products by half and reduced the failure rate by more than 95%. On the other hand, due to the comprehensive implementation of this set of standardized, digital, global asynchronous and collaborative product research and development process and management system. As well as the product data management (PDM) and other digital platforms based on the process and management system, international customers have full confidence in the quality and innovation of Huawei products. Which promotes Huawei to quickly open a new situation in the international market. Huawei’s overseas business developed rapidly from repeated failures in 2000 to a breakthrough in 2008. When more than 75% of its sales revenue came from overseas.
It can be said that as the largest “westernization movement” in Huawei’s history. IPD reform has made great contributions to the effective scale growth of Huawei in overseas markets.
supply chain reform
The management transformation and digital transformation of the supply chain field, marked by integrated supply chain services (ISCs) and global supply chain (GSCS). Plays a huge role in the face of the surge growth of overseas business and ensuring the large-scale low-cost supply and delivery of overseas business.
ISC reform extracts the common part of supply chain process into a shared platform for centralized management to obtain cost advantages, standardizes the digital platform. And extends the integrated supply chain process to the whole world. After three years, the timely arrival rate of the supply chain has increased from 20% at the beginning of the management reform to 85%. And the processing efficiency of the supply chain has increased by 35%. Huawei ranks as one of the most efficient companies in the global supply chain operation in the information and communications industry.
IFS reform
The management reform and digital transformation marked by integrated financial services (IFS) not only kicked off the construction of Huawei’s data governance system. But also supported Huawei’s transformation from global scale growth to global effective growth. And greatly improved Huawei’s overall management ability and benefit level. In an interpretation of the 2014 annual report, Huawei’s CFO pointed out that management changes, including integrated financial services, contributed 72% of Huawei’s total revenue.
In summarizing the achievements of management reform and digital transformation. Ren Zhengfei said that Huawei has achieved remarkable results after more than 20 years of continuous efforts, basically establishing a centralized and unified management platform and relatively complete process system, which has supported Huawei into the ranks of the global industry leader.
Huawei CFO Meng Wanzhou’s speech at Huawei’s 2013 performance preview conference also confirmed the above views. When answering where Huawei’s profit growth came from, she pointed out that . After calculation, Huawei’s main business profit in 2013 was 28.6-29.4 billion yuan. And the profit rate of main business was 12.1%, an increase of 3 percentage points compared with 9.1% in the previous year of this 3 percentage points, 2.8 percentage points came from management changes, with integrated finance services IFS contributing 0.5 percentage points.
Huawei believes that:
The so-called digital transformation is to build a digital world with full perception. Which full link, full scene and full intelligence through the in-depth application of the new generation of digital technology. And then optimize the business of reengineering the physical world. Innovate and reshape the traditional management mode, business mode and business model, and finally achieve business success.
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