企业数字化转型是当下产业升级的关键转折点，也是IT生产力在各行各业生根发芽的重要阶段。党中央、国务院一直以来高度重视发展数字经济，党的十九大报告指出推动互联网、大数据与产业深入融合，强调要把推进经济数字化作为实现创新发展的重要动力，这为我国加快数字经济发展指明了方向，提出了新的要求。作为提供数字化转型解决方案的ICT企业，更要身体力行，成为数字化转型的样板，帮助企业解决数字化转型道路上面临的三大基本问题：为何要转型、转什么和如何转。数字化转型网www.szhzxw.cn
“为什么要做数字化转型？其实我们已经意识到，随着第四次工业革命的来临，数字化生产已经成为普遍的商业模式。数字化生产是以数据为处理对象，以ICT平台为生产工具，以软件为载体，以服务为目的的一个生产过程。华为认为数字化正在深度影响着每一个行业的变化。未来的商机将会由’数据变机会，机会变服务，服务变收入’这样一个新的生产模式构成。”这是华为云副总裁苏立清在日前由计世传媒集团举办的”数字驱动产业创新年会暨2019中国优秀CIO颁奖典礼”上提出的观点。苏立清在本届年会上发表了对企业数字化转型的最新见解，并分享了华为在数字化转型中的实践经验。苏立清认为，数据开始发挥重要作用是数字化转型的一个根本特点，但企业中大量的数据还在孤岛中”沉默”，没有流动起来产生价值，数字经济时代就是要从数据中挖掘价值。
一、理清转型的五条脉络
纷繁的技术更新容易让企业的数字化转型陷入盲目追逐热潮的漩涡中，而忘记本质。苏立清认为，首先要以客户为中心、提升用户体验、回归业务本质，即”转意识”才是数字化转型的第一条脉络，他表示：”实现业务与数字技术’双轮驱动’，回归业务本质、利用云计算与人工智能等信息技术，为客户创造价值，这才是转型的出发点。”数字化转型网www.szhzxw.cn
转型离不开人和组织，苏立清认为转型的第二条脉络是”转组织”：转型过程中往往需要业务与IT组成一体化团队，基于统一的数字平台，共同开展数字化转型工作。
而转型这种变革型项目，文化不能缺位。数字化转型，同样需要文化做出相应的改变，即”转文化”。华为自身在数字化转型时，就强调”大平台支撑精兵作战”，强调每个人和部门从平台中能拿到什么？并能反哺什么到平台里去。营造企业共建数字化平台的氛围。
而第四条脉络”转方法”，则应实现传统面向需求的IT建设模式向对象数字化、流程数字化、规则数字化转变，在打好数字化基础的同时，不断丰富和完善数字化场景和方案。
对于”转模式”，苏立清谈到：在数字化转型的大趋势下，企业需要建立”立而不破”的数字化转型架构，即以云为基础支撑企业从传统走向数字化、智能化的新型IT架构。同时，企业已经构建的CRM、ERP等应用系统，很难在一夜之间全部推倒，需要建立融合新老环境的双模式（Bi-Model）IT架构，把企业新老数据和应用与未来正在发生的IOT数据联结在一起，构建统一数据与应用平台，使能数据产生价值，这就是面向未来的”立而不破”的新型企业数字化转型架构。华为通过ROMA平台实现了新老平台数据的融合。
二、华为”1+3″模式的实践数字化转型网www.szhzxw.cn
如何开展数字化转型？这是一个知易行难的过程，华为用自己的实践摸索出一条可行的道路。
华为在自己的数字化转型实践中，形成了”1+3″的治理模式，”1″是统一管控架构，包括统一安全策略，统一治理架构，统一数据管理，统一应用管理，并在此基础上逐步沉淀了”3″类服务：面向五类用户群的一站式体验平台、面向业务应用和装备的效率提升平台、面向基础服务和公共服务的HIS服务平台。
传统IT的主要问题之一就是用户体验不够好，在数字化时代，用户对体验的要求愈加苛刻，有必要进行改变。华为在实践中面向”五类用户”，打造了一站式的作业平台，实现了团队、知识、业务、装备的全连接，构建了一个以人为中心的数字化连接平台。
以员工和合作伙伴的连接为例，华为通过WeLink平台实现了全球使用者的连接，注册用户突破34万，日活跃27万，日均连接次数超过1200万次，更好地连接了人、业务和知识，同时作为公共能力，也支持了员工、伙伴体验和效率的大幅提升。数字化转型网www.szhzxw.cn
华为基于统一的HIS数字平台服务，业务与IT组成一体化团队，共同构建应用和装备，支撑业务从数字化办公、数字化物流、数字化交易和数字化运营等各方面发力，帮助业务”多打粮食，增加土壤肥力”。以数字化物流为例，通过端到端的数字化改造，华为已经实现80%的确定性物流作业自动化完成，50%的决策性业务智能化完成，端到端的整体效率提升了40%。
在HIS数字平台的建设中，业务与IT共建公共应用服务，沉淀复用度高的业务能力，实现能力共享，构建”智能大脑”，做厚AI算法和服务；并重点围绕5类关键业务对象，打造实时的公共数据服务能力；通过ROMA和多云管理，快速引进外部能力，共享华为云资源和服务，以”鲲鹏+昇腾”支撑公司研发作战和AI能力增强。数字化转型网www.szhzxw.cn
“数字化转型之所以能为华为的业务效率带来大幅度的提升，基于五个关键点：一是战略决心，企业高层主管要重视数字化转型，亲力亲为，给予足够的支持；二要重视提升客户体验和业务效率；三要双轮驱动，业务和IT共同参与数字化转型；四是”眼高手低”，设计规划时要有好的蓝图架构，执行时要能解决业务痛点；五是在方向大致正确的前提下坚持持续优化。没有哪一个聪明人现在就能想清楚10年之后到底是什么样，但在方向看对了以后，要有持续改进的机制，勇于执行。” 苏立清在总结华为数字化转型经验时这样表示。
翻译：
Su Liqing, vice president of Huawei Cloud数字化转型网www.szhzxw.cn
Enterprise digital transformation is the key turning point of industrial upgrading and an important stage for IT productivity to take root and sprout in all walks of life. The CPC Central Committee and The State Council have always attached great importance to the development of digital economy. The report to the 19th CPC National Congress pointed out that the in-depth integration of the Internet, big data and industry should be promoted, and stressed that the promotion of economic digitization should be taken as an important driving force to achieve innovative development, which pointed out the direction and put forward new requirements for accelerating the development of digital economy in China.
As an ICT enterprise that provides solutions for digital transformation, it is more important for it to follow through and become a model for digital transformation, helping it to solve three basic problems on the road of digital transformation: why, what and how to transform.
“Why do digital transformation? 数字化转型网www.szhzxw.cn
In fact, we have already realized that with the advent of the fourth Industrial Revolution, digital production has become a common business model. Digital production is a production process with data as the processing object, ICT platform as the production tool, software as the carrier and service as the purpose. Huawei believes that digitization is deeply affecting the changes in every industry. Future business opportunities will be ‘data to opportunity, opportunity to service, service to revenue’ such a new production model.”
This is the view of Su Liqing, vice president of Huawei Cloud, at the “Digital-Driven Industry Innovation Annual Conference and 2019 China Excellent CIO Award Ceremony” held by Ji Shi Media Group. Su Liqing presented his latest views on enterprise digital transformation and shared Huawei’s practical experience in digital transformation. Su Liqing believes that it is a fundamental feature of digital transformation that data begins to play an important role, but a large amount of data in the enterprise is still “silent” in the island, without flowing to produce value. In the era of digital economy, value is to be mined from the data.
Clarify the five strands of transformation
The numerous technological updates tend to make the digital transformation of enterprises get caught up in the whirlpool of blindly chasing the craze, and forget the essence. Su Liqing believes that the first step of digital transformation is to focus on customers, improve user experience and return to the essence of the business, namely “changing consciousness”. He said: “Realize the ‘dual wheel drive’ of business and digital technology, return to the essence of the business, use information technology such as cloud computing and artificial intelligence, and create value for customers, which is the starting point of transformation.”数字化转型网www.szhzxw.cn
Transformation cannot be separated from people and organizations. Su Liqing believes that the second context of transformation is “transformation into organizations” : In the process of transformation, IT is often necessary for business and IT to form an integrated team and jointly carry out digital transformation work based on a unified digital platform.
In this transformational project, culture cannot be absent.
In this transformational project, culture cannot be absent. Digital transformation also requires a corresponding cultural change, namely “cultural transformation”. In its digital transformation, Huawei itself emphasized that “large platforms support elite operations”, and stressed what each person and department can get from the platform. And can feed back into the platform to go. Create an atmosphere for enterprises to jointly build digital platforms.数字化转型网www.szhzxw.cn
In the fourth vein, “transforming method”, the traditional demand-oriented IT construction mode should be transformed into object digitization, process digitization and rule digitization. While laying a solid foundation for digitization, the digitalization scenarios and schemes should be continuously enriched and improved.
As for the “transformation mode”, Su Liqing said: under the general trend of digital transformation, enterprises need to establish a “standing but not breaking” digital transformation architecture, that is, cloud-based support enterprises from traditional to digital, intelligent new IT architecture. At the same time, IT is difficult to dismantle the CRM, ERP and other application systems that enterprises have built overnight. It is necessary to establish a Bi-Model IT architecture that integrates the new and old environment to connect the enterprise’s new and old data and applications with the IOT data that is happening in the future, and build a unified data and application platform to enable data to generate value. This is the new enterprise digital transformation architecture of “standing firm but not breaking” for the future. Huawei uses ROMA to integrate data between old and new platforms.数字化转型网www.szhzxw.cn
The practice of Huawei’s “1+3” mode
How to carry out digital transformation? This is a process that is easier learned than done. Huawei has worked out a feasible path through its own practice.
In its own digital transformation practice, Huawei has formed a “1+3” governance mode, “1” is a unified management and control architecture. Including unified security policy, unified governance architecture, unified data management, and unified application management. On this basis, it gradually precipitates “3” types of services: It is a one-stop experience platform for five user groups, an efficiency improvement platform for business applications and equipment, and a HIS service platform for basic services and public services.
One of the main problems with traditional IT is that the user experience is not good enough. In the digital age, users are increasingly demanding on the experience, and it is necessary to change. In practice, Huawei has built a one-stop operation platform for the “five types of users”. Realized the full connection of team, knowledge, business and equipment, and built a human-centered digital connection platform.
Take the connection between employees and partners as an example.
Take the connection between employees and partners as an example. Through WeLink platform, Huawei has connected users all over the world. With more than 340,000 registered users, 270,000 daily active users and more than 12 million daily connection times. Which better connects people, business and knowledge. As a public capability, it also supports the significant improvement of experience and efficiency of employees and partners.
Based on unified HIS digital platform services, Huawei forms an integrated team of business and IT to jointly build applications and equipment, support the business to make efforts in various aspects such as digital office, digital logistics, digital trading and digital operation. And help the business to “grow more food and increase soil fertility”. Take digital logistics as an example. Through end-to-end digital transformation, Huawei has realized 80% automation of deterministic logistics operations and 50% intelligent completion of decision-making business. And the overall efficiency of end-to-end has increased by 40%.
“Kunpeng + Shengteng” supported the company to enhance its R&D combat and AI capabilities.
In the construction of HIS digital platform, business and IT jointly build public application services, precipitate business capabilities with high reuse degree, realize capability sharing, build “intelligent brain”, and develop AI algorithms and services. And focus on 5 types of key business objects, to create real-time public data service capabilities. Through ROMA and multi-cloud management. The company quickly introduced external capabilities, shared Huawei cloud resources and services. And enhanced its R&D combat and AI capabilities with “Kunpeng + Shengteng” support.
“The reason why digital transformation can greatly improve Huawei’s business efficiency is based on five key points: first, strategic determination. Senior executives of the enterprise should attach importance to digital transformation, take actions by themselves and give sufficient support. Second, pay attention to improving customer experience and business efficiency. Third, two-wheel drive, business and IT to participate in digital transformation. Fourth, “think high and think low”, design and planning should have a good blueprint structure, the implementation should be able to solve the business pain points. Fifth, on the premise that the direction is roughly correct, we should adhere to continuous optimization. No smart person can figure out what it will be like 10 years from now. But once you get the direction right, you need to have a mechanism for continuous improvement and have the courage to execute.” Su Liqing said this when summing up Huawei’s digital transformation experience.数字化转型网www.szhzxw.cn
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