华为技术有限公司，成立于1987年，总部位于广东省深圳市龙岗区。
华为是全球领先的信息与通信技术（ICT）解决方案供应商，致力于实现未来信息社会、构建更美好的全联接世界。2013年，华为首超全球第一大电信设备商爱立信，排名《财富》世界500强第315位。华为的产品和解决方案已经应用于全球170多个国家，服务全球运营商50强中的45家及全球1/3的人口。
一、华为的数字化转型之路——发展阶段
随着业务的全球化、复杂化以及不确定性的增长，中央集权式管理方式作战，既不能适应新的挑战也无法匹配华为愿景，所以华为公司以“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”为目标实现数字化转型。
二、在华为实现数字化转型之时也碰到了几个尴尬性的阶段
1. 分段式的业务场景：
项目交付人员需前后登陆20多个IT系统才能完成一项交付任务；客户服务交付部门需要打开26个不同的IT系统，进行30多步到将近40步的操作，才可以完成日常工作；员工出差要完成5个到6个不同的电子流。
2. 烟囱式IT应用：
一个应用一套数据，数据的孤岛造成在企业数字化转型和数据挖掘的重重困难。
3. 效率低：
2014年，华为账实一致率为78%左右，有600多亿的帐和货需花大量时间和人力手工核对。主要原因为物流和供应链管理效率低下；安卓的核心代码约一亿行，而华为每款手机操作系统各自独立编译未复用，耗费研发人员大量时间，影响效率。
其实，针对完整场景的服务才是好的服务，通过更加服务化的组织和完整的IT服务化的实践，能够构建针对完整业务场景的一站式的ROADS用户体验（套用一句流行的话）、更加解耦的架构，从而实现全流程的在线处理、更高的业务作业效率，提升业务数字化转型效果。
在研发、销售、交付、物流等九大核心业务领域上推进数字化转型。研发上云、全球协同。依托华为云打造“研发云”，将研发涉及的环节进行了服务化解耦，为研发提供仿真云、持续集成云、设计云、桌面云、杀毒云、测试云、分析云七种服务。
1、大平台能力支撑销售作战
将团队协作空间、项目管理服务、知识平台和专家资源平台集于一体的大平台能力，支撑销售。探索建设连接最终用户、运营商和华为三方的云平台，实现网络状态实时可视，在线自动规划仿真，基于客户商业需求秒级在线生成解决方案，并自动对接客户下单系统。
2、集成服务交付,实时可视
通过将资源管理、外包管理、站点验收、收货、技术支持、人员管理都集成在一个作战平台上，通过服务化的架构，华为为交付人员构建了一个一站式的服务交付平台和一系列IT装备，实现一线交付业务在线、实时、可视、高效。
3、全球制造运营与指挥中心
华为将全球供应商的供货情况以及全球市场的需求情况通过服务化方式进行集成，并围绕各个业务场景构建了实时决策系统。
4、智慧物流与数字化仓储
华为已经实现了对全球100多个仓库的数据接入，对进出库都实现了可视管理。同时，华为总体账实一致率大幅度提升，提高了资产运营效率。积极将人工智能引入物流领域。
5、财务快速结账和自动支付
通过交易核算自动化、ERP优化、数据调度优化、数据质量监控以及提升数据分析平台的性能，华为已经实现了全球结账监控，实现过程可跟踪、可管理，支付实现了从“手动”到“自动”的转变，提高了资金支付的安全和效率。
6、全连接协同办公
华为打造了一个云化、移动化的全连接协同平台WeLink，为员工提供连接人、连接知识、连接业务、连接设备的全连接Living Service，融合IM、邮件、视频会议、视频直播、知识、业务待办、智能装备等先进的协同服务与技术，极大的提升单兵作战、团队协同和跨地域协作的整体效率。
7、华为智慧园区
聚园区24个子系统，打通数据，建立全球统一的数字化运营中心，提升安全防护、提升响应速度和提升服务体验，园区管理从计划管控模式，转变为按需供应模式，高效匹配供需。
8、手机电商
打造了“智能交易中台iDeal”，实现订单快速处理，前、中、后分层解耦的IT架构，支持1小时100万订单，100亿美金日销售额处理。
三、伯马商道分析华为数字化转型本质
伯马商道作为让传统制造业效能倍增的智能管理系统，从根源为大家分析数字化转型本质，着重抓好数字化转型切入点，让企业少走转型弯路。
第一步华为主要解决“组织墙”“数据墙”问题，华为深知，业务的务标准化问题，为数字化做准备。业务的标准化是信息化的前提，信息化是数字化的前提，在信息化阶段没有覆盖的环节、领域，解决数据沉淀的问题，为智能做准备。保证数据的真实性，减量减少人为参与造成的数据失真；维持数据的完整性，应用割裂，必然造成数据的割裂；推进数据的实时性，以免数据滞后影响企业角色；关注数据的“量”，足够的数据是建立企业智能的基础。
在此基础上，华为努力解决流程和能力解耦问题，快速推新。以数据和能力服务化的形式将固定和共享的部分模块化，然后再串接流程。单个能力能及时、快速优化，并实现统一接口，一线人员能够获得作战所需的资源、能力和服务（企业中台），走出以流程为中心的设计思维。
华为通过解决“墙”的问题，拉通企业数据。业务部门提出需求、信息中心部门进行系统集成商招投标，再进入到需求收集、需求分析、开发、测试、上线等的项目周期中，在这个过程很容易出现“烟囱”式的IT系统。这些“烟囱”式IT系统就是隐形的“组织墙”，同样的功能却不能互连互通，就出现了“数据墙”要聚焦做好跨功能、跨部门的流程集成和IT集成，集中精力消除流程断点，打通主航道的信息流。
并解决IT部门定位的问题，为业务赋能。 解决算力的问题，适应转型要求。随着数字化的推进，计算和存储要求几何级数增长，对硬件提出了更高要求；涉及核心信息的应用部署在自建私有云上，不涉及核心信息的应用大胆使用公有云服务。
伯马商道在“数字中国”发展浪潮中，致力发挥自身优势，为企业提供数字化转型明灯般指引，帮助企业找准转型落脚点。
翻译：
Huawei Technologies Co., LTD., founded in 1987, is headquartered in Longgang District, Shenzhen City, Guangdong Province.
Huawei is the world’s leading information and communication technology (ICT) solutions provider, committed to realizing the information society of the future and building a better and fully connected world. In 2013, Huawei surpassed Ericsson, the world’s largest telecom equipment maker, for the first time and ranked 315th in the Fortune Global 500. Huawei’s products and solutions have been used in more than 170 countries, serving 45 of the world’s top 50 operators and 1/3 of the world’s population.
Huawei’s digital transformation Road — development stage
With the globalization, complexity and increasing uncertainty of business, centralized management cannot adapt to new challenges nor match Huawei’s vision. Therefore, Huawei aims to achieve digital transformation by “bringing the digital world to every person, every family and every organization, and building an intelligent world where everything is connected”.
Huawei’s digital transformation has also hit some awkward stages
(1) Segmented business scenarios:
Project delivery personnel need to log in to more than 20 IT systems to complete one delivery task; The customer service delivery department needs to open 26 different IT systems and carry out more than 30 to nearly 40 steps to complete its daily work. Employees travel to complete five to six different electron streams.
(2) Chimney type IT application:
One application of a set of data, data island causes many difficulties in digital transformation and data mining in enterprises.
(3) Low efficiency:
In 2014, the consistency rate of Huawei’s accounts was about 78%, and it took a lot of time and manpower to check the accounts and goods of more than 60 billion yuan. The main reason is the low efficiency of logistics and supply chain management; Android has about 100 million lines of core code, but each Huawei mobile operating system is compiled independently and not reused, which consumes a lot of time for R&D personnel and affects efficiency.
In fact, the service for the complete scene is a good service. Through more servitization organization and complete IT servitization practice, one-stop ROADS user experience (to use a popular saying) and more decoupling architecture can be built for the complete business scene, so as to realize the online processing of the whole process and higher business operation efficiency. Improve the effect of digital transformation of business.
We will promote digital transformation in our nine core business areas, including research and development, sales, delivery and logistics. Research and development on the cloud, global collaboration. Relying on Huawei Cloud to build a “Research and development cloud”, it decoups the links involved in research and development and provides seven services for research and development: simulation cloud, continuous integration cloud, design cloud, desktop cloud, antivirus cloud, test cloud and analysis cloud.
(1) Large platform capability to support sales operations
The ability to integrate team collaboration space, project management services, knowledge platform and expert resource platform to support sales. Explore the construction of a cloud platform connecting end users, operators and Huawei to realize real-time network status visualization, online automatic planning and simulation, second-level online generation solutions based on customers’ business needs, and automatic docking of customer order system.
(2) Integrated service delivery, real-time visual
By integrating resource management, outsourcing management, site acceptance, receiving, technical support, and personnel management into one combat platform, Huawei builds a one-stop service delivery platform and a series of IT equipment for delivery personnel through the service-oriented architecture, realizing online, real-time, visual, and efficient first-line delivery business.
(3) Global manufacturing operations and command center
Huawei integrates the supply information of global suppliers and the demand of the global market through servitization, and builds a real-time decision-making system around each business scenario.
(4) Intelligent logistics and digital warehousing
Huawei has achieved data access to more than 100 warehouses around the world and visual management of incoming and outgoing warehouses. At the same time, Huawei’s overall accounting and real consistency rate has been greatly improved, which has improved the efficiency of asset operation. We will actively introduce artificial intelligence into logistics.
(5) Fast accounting and automatic payment
Through transaction accounting automation, ERP optimization, data scheduling optimization, data quality monitoring and improving the performance of the data analysis platform, Huawei has realized the global checkout monitoring, realized the process can be tracked and managed, and realized the transformation of payment from “manual” to “automatic”, improving the security and efficiency of fund payment.
(6) Fully connected collaborative office
Huawei has created WeLink, a cloud-based and mobile fully connected collaborative platform, which provides employees with fully connected Living Service connecting people, knowledge, business and devices, and integrates advanced collaborative services and technologies such as IM, email, video conference, live video broadcast, knowledge, business to do and intelligent equipment. Greatly improve the overall efficiency of individual combat, team coordination and cross-regional cooperation.
(7) Huawei Smart Park
Gather 24 subsystems of the park, get through the data, establish a global unified digital operation center, improve security protection, improve response speed and enhance service experience, park management from the plan control mode, to the on-demand supply mode, efficient matching supply and demand.
(8) Mobile e-commerce
The “iDeal” of Intelligent trading is created to realize the rapid processing of orders and the IT architecture of decoupling of front, middle and rear layers, supporting the processing of 1 million orders per hour and $10 billion of daily sales.
Bo Ma Shang Dao analyzes the nature of Huawei’s digital transformation
As an intelligent management system to double the efficiency of the traditional manufacturing industry, Bo Ma Business Road analyzes the nature of digital transformation from the root for everyone, focusing on the digital transformation entry point, so that enterprises less transition detangle.
The first step is to solve the problems of “organization wall” and “data wall”. Huawei is well aware of the standardization of business affairs to prepare for digitalization. Business standardization is the premise of informatization, and informatization is the premise of digitization. In the links and fields not covered in the informatization stage, the problem of data precipitation should be solved to prepare for intelligence. Ensure the authenticity of data, reduce the amount to reduce the data distortion caused by human participation; To maintain the integrity of data, the application of fragmentation will inevitably lead to data fragmentation; Promote real-time data to avoid data lag affecting the role of enterprises; Focus on the “volume” of data. Enough data is the foundation of building enterprise intelligence.
On this basis, Huawei strives to solve the decoupling problem of process and capability, and promote the innovation quickly. Modularize fixed and shared parts in the form of data and capability servitization, and then concatenate processes. A single capability can be optimized in a timely and rapid manner, and a unified interface can be realized. Front-line personnel can obtain the resources, capabilities and services needed for combat (enterprise middle desk), and get out of the process-centered design thinking.
By solving the “wall” problem, Huawei has gained access to enterprise data.
Business departments put forward requirements, information center departments conduct bidding for system integrators, and then enter the project cycle of demand collection, demand analysis, development, testing, on-line, etc., in this process, IT is easy to appear the “chimney” type IT system. These “smokestack” IT systems are invisible “organizational walls”. The same functions cannot be interconnected, so “data walls” come into being. We need to focus on cross-function and cross-department process integration and IT integration, and focus on eliminating process breakpoints and opening up the information flow of the main channel.
And solve the problem of IT department positioning, enabling the business. Solve the problem of computing power and adapt to the requirements of transformation. With the advance of digitization, the requirement of computing and storage increases geometrically, which puts forward higher requirements for hardware. Applications that involve core information are deployed on self-built private clouds. Applications that do not involve core information are boldly deployed on public cloud services.
In the development tide of “Digital China”, Boma Business Road is committed to giving full play to its own advantages and providing digital services for enterprises.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：知乎伯马商道；编辑/翻译：数字化转型网宁檬树。
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