通过流程IT体系及各BU质量运营部数千人员，华为建立了包括流程、质量、IT、运营、知识等多项管理职能的“大运营管理体系”（体系的名称没有统一的说法，暂按公司首席运营官COO的业务范围，称为大运营管理体系），成为华为强大业务及组织管理能力的基础；该体系中，知识管理是不可缺少的、具备独特价值的重要职能之一，下面在对该体系整体建设思路进行说明的基础上、对知识管理所具备的核心价值进行提炼总结。 数字化转型网（www.szhzxw.cn）
一、华为“大运营管理体系”建设思路
现任华为联席董事长的徐直军在2013年曾发表一篇文章《业务、流程、IT、质量、运营的关系》，对包含流程、质量、IT、运营等职能的公司整体的运营管理体系进行了讲解，深入浅出总结了华为对这个大体系的建设思路，值得各类企业学习参考，下面对文章的精华内容和核心观点进行摘选和展示。
如上图所示，运营管理体系以“流程”为核心，为各业务（研发、销售、服务、人财物管理等）建立起以客户为中心、满足其需求、高效率运作的开展方式及规则，流程本质上是优秀作业实践的总结和固化，需要落实和承载各类“质量”要求，并逐步实现为对应的“IT”系统，最后通过“运营”保障该体系落实到位、持续运转。 数字化转型网（www.szhzxw.cn）
· 流程管理：“业务流是一切工作的原点和基础，紧紧地抓住业务流，就不会偏离工作的方向。流程描述的是业务流，IT承载和使能的是业务流，数据是业务流中流动的信息，质量要求依附于业务流，质量管理基于业务流，运营也是基于业务流开展”。（加引号文字为徐直军文章原文描述，以下同）
· 质量管理：“质量的定义就是符合要求，质量要求必须构筑在流程中。内控、信息安全、网络安全是特定形式的质量要求”。质量要求在不同业务中重点不同，研发业务主要关注产品质量和竞争力、交付及服务业务关注客户服务质量和满意度、供应链关注原材料质量等。
· IT/数字化：“IT是什么，IT就是承载业务作业流程并实现业务数据自动传递和集成的使能器”。先有清晰的、可行且高效的流程规则，才能在此基础上建成IT承载平台，IT一方面使得业务以更为规范化、标准化的方式进行运作，减少人因导致的遗漏偏差等问题，同时通过对数据的集中管理和高效传递，实现业务的精细管理和高效运作。
· 知识管理：“流程是对业务流的一种表现方式，是优秀作业实践的总结和固化”。既如此，流程建设及优化的过程中，通过知识管理的方式，对优秀实践进行提取总结，就是基础又重要的工作。
· 运营管理：通过主动和持续的运营，保障体系落实到位、有效运转，需要推进上述各职能对应机制和活动在销售、研发等业务中得以落实，并监控其运行状况和效果，识别落实不到位、或低效运作的问题，推动进行改进。 数字化转型网（www.szhzxw.cn）
二、知识管理的三大核心价值
如下图所示，按照华为运营管理体系的建设及运作要求，知识管理是重要的构成之一，具备三大核心价值。
1．为流程的建设及优化发掘并总结优秀实践
作为运营管理体系的核心，流程要成为固化的规则、满足“多快好省”开展业务的要求，就需要是已验证的、能带来高绩效的优秀实践，徐直军在文章中特别举了华为交付流程建设的例子，因为交付业务是与客户合作分工来完成的，过程中会根据客户自身的能力和相应的服务要求、进行双方的分工，欧洲的运营商客户自身具备较强的能力，只需要华为参与网络部署这个部分即可，因此欧洲的交付流程只有网络部署的业务活动，而东南亚的运营商客户，相对来说能力弱一下，需要华为参与完成从需求确定、到网络部署、到运维保障的全过程，因此东南亚的交付流程就比欧洲多了更多的环节和活动，欧洲和东南亚交付业务的优秀实践是不同的，因此对应建立的交付流程也是有差异的。
知识管理具备例行机制、专业方法，持续发掘及深入总结各类业务的优秀实践，支撑流程的深入建设及持续优化。 数字化转型网（www.szhzxw.cn）
1) 通过例行的事后回顾、案例总结机制，对各类业务的优秀实践持续进行挖掘
一线业务中不乏高绩效员工做出的优秀实践，但如果缺乏回顾和总结的例行机制，大多数的优秀实践可能默默无闻、难以被识别和推广。
华为建立了对一线各类重点活动开展快速即时的事后回顾、员工自主及部门定题相结合的工作及项目案例总结等例行机制，引导各类团队、各级员工识别和共享高效开展岗位或项目工作、解决重难点问题的做法和经验，持续发掘各业务中的优秀实践。
2) 具备项目知识收割、作业经验提取等专业方法，对不同层级的优秀实践进行总结
针对发掘出的优秀实践，华为具备项目知识收割、作业经验提取等专业方法，满足高低阶不同层级流程对优秀实践进行总结的要求： 数字化转型网（www.szhzxw.cn）
· 高阶流程所要求的优秀实践，对应于业务端到端/全过程的开展模式、运作及管理机制，类似于上文所说的欧洲和东南亚交付流程建设案例，要对整个业务模块或类别项目的开展策略和思路、阶段和关键路径、组织架构及角色构成等，进行总成分析、提取整体性的方法论和管理机制
· 低阶流程所要求的优秀实践，对应于业务过程中作为关键成功要素KSF或关键控制点KCP的重点活动，要对活动的开展步骤、输入输出、工具模板等细节深入梳理和分析，总结出常态化/标准化的开展过程及细则
华为通过项目知识收割过程中的项目团队集体反思/共创、全项目经验点收集分析、多模块知识资产回收/整理，及作业经验总结过程中的目标对照分析、问题根因分析、后续方案共创等方式，实现在业务模块及项目、作业及活动等不同层级，深入总结优秀实践，同时满足高低阶流程建设的要求。
2．为质量标准和基线的建立提供参考和依据
如上文所述，华为运营管理体系中所包含的质量，也是从“符合要求”这样的“大质量”视角进行规范和运作，因此不同的业务有差异化的质量要求和满足方式，如研发业务要满足的质量要求是产品具备高质量和竞争力、交付及服务业务的质量要求是契约交付及保证客户满意度、供应链业务的质量要求是提供满足需要的原材料/工艺/生产设备等，同时各业务还有需要共同满足的内控及安全等要求。
尽管各业务要满足的质量要求有差异，但开展质量管理时也有一些常规和共性的做法，质量标准和基线（建立及落实）就是有效且共识度高的做法。 数字化转型网（www.szhzxw.cn）
· 质量标准，是从结果的角度，约定工作要达成的目标，例如研发和生产的产品，需要满足1小时能完成安装的标准、交付或服务要满足1天解决问题的要求等（通常也被成为服务水平协议SLA）
· 质量基线，是从过程的角度，为了满足上述质量标准、在工作开展中要尽可能完成的活动及其开展要求，如要满足上述的安装时间要求，产品研发设计上必须要实现的需求，或者要满足上述服务SLA要求、要开展的服务活动及对应时间要求等，因为各业务的质量要求和标准不同，基线内容重点也对应有所差异，如研发主要围绕需求/物料建基线、交付和服务围绕工时/成本建立基线等
同流程建设一样，质量标准和基线的建立，也是一个对业务进行标准化的过程，甚至在流程活动安排的基础上、更进一步地建立更为细致和深入的标准规范，这就需要发挥知识管理的优势，产生更大范围、更加深入的优秀实践总结成果，为质量标准和基线的建立提供参考和依据。
3．为IT、数字化提供高质量知识语料
在《华为数字化转型之道》一书中，企业IT发展及数字化转型的开展，包括对象、过程、规则等三个阶段/层次的数字化，对象数字化实现各类业务数据的记录和管理，过程数字化实现全过程业务在线运作，规则数字化实现按确定的作业规则自动化处理业务，最终实现IT系统的智能化、以远超于人的效率进行业务分析及处理。
智能化的实现技术，无论是用于自动化分析推理的知识图谱、还是数据智能化加工及处理的算法、还是当前热门的支撑AI生成内容的语言大模型，都需要大量高质量（结构化、无差错）的企业知识作为输入，唯有知识管理才能实现所需知识的建设和积累，为数字化、智能化提供高质量的知识语料。
综上，华为通过建立包含流程、质量、IT、知识、运营等各职能的运营管理体系，实现研发/销售/服务等各业务规范而高效地运作，知识管理通过优秀实践发掘及总结、智能化系统知识语料建设等工作，发挥自身核心价值，支撑运营管理体系建设及落实。 数字化转型网（www.szhzxw.cn）
翻译：
The core value of knowledge management can be seen from Huawei’s operation management system
Through the process IT system and thousands of personnel in each BU quality operation department, Huawei has established the “Big Operation management system”, which includes many management functions such as process, quality, IT, operation and knowledge (there is no unified name for the system, but it is temporarily called the big operation management system according to the business scope of the company’s chief operating officer COO). Become the foundation of Huawei’s strong business and organizational management capabilities; In this system, knowledge management is one of the indispensable and important functions with unique value. The following is a summary of the core value of knowledge management on the basis of explaining the overall construction ideas of this system.
First, Huawei’s “big operation management system” construction ideas
In 2013, Xu Zhijun, the current co-chairman of Huawei, published an article entitled “The Relationship between Business, Process, IT, Quality and Operation”, which explained the overall operation management system of the company including process, quality, IT, operation and other functions, and summarized Huawei’s ideas on the construction of this big system in a simple way, which is worth learning and reference for all kinds of enterprises. The following is a selection and presentation of the essential content and core views of the article. 数字化转型网（www.szhzxw.cn）
Figure 1 Thought of building Huawei’s “Big Operation management system”
As shown in the figure above, the operation management system takes “process” as the core, and establishes the development mode and rules for each business (R & D, sales, service, people and property management, etc.) to be customer-centric, meet their needs and operate efficiently. The process is essentially the summary and solidification of excellent operational practices, and needs to implement and carry out various “quality” requirements. And gradually realized as the corresponding “IT” system, and finally through “operation” to ensure that the system is put in place and sustainable operation.
· Process management: “Business flow is the origin and basis of all work, tightly grasp the business flow, will not deviate from the direction of work.” Process describes the business flow, IT carries and enables the business flow, data is the information flowing in the business flow, quality requirements are dependent on the business flow, quality management is based on the business flow, operation is based on the business flow.” (The text with quotation marks is the original description of Xu Zhijun’s article, the same as below) 数字化转型网（www.szhzxw.cn）
Quality management: “The definition of quality is compliance with requirements, and quality requirements must be built into the process.” Internal control, information security, network security are specific forms of quality requirements.” The focus of quality requirements is different in different businesses, with R&D focusing on product quality and competitiveness, delivery and service focusing on customer service quality and satisfaction, and supply chain focusing on raw material quality.
· IT/ digitalization: “What is IT, IT is the enabler that carries the business process and realizes the automatic transfer and integration of business data”. Only on the basis of clear, feasible and efficient process rules can the IT bearer platform be built. On the one hand, IT enables the business to operate in a more standardized and standardized way, reducing the omission deviation caused by human causes and other problems. At the same time, through the centralized management and efficient transmission of data, it can achieve fine management and efficient operation of the business.
· Knowledge management: “Process is a representation of business flow, a summary and solidification of good operational practices”. Therefore, in the process of process construction and optimization, it is a basic and important work to extract and summarize excellent practices through knowledge management.
· Operation management: To ensure the implementation and effective operation of the system through active and continuous operation, it is necessary to promote the implementation of the corresponding mechanisms and activities of the above functions in sales, research and development and other businesses, monitor their operating status and effects, identify problems of inadequate implementation or inefficient operation, and promote improvement.
Two, three core values of knowledge management
As shown in the following figure, according to the construction and operation requirements of Huawei’s operation management system, knowledge management is one of the important components and has three core values. 数字化转型网（www.szhzxw.cn）
Figure 2. Positioning and core value of knowledge management in operation management system
- Identify and summarize best practices for process construction and optimization
As the core of the operation management system, if the process is to become a solidified rule and meet the requirements of “faster and better” business development, it needs to be a proven and excellent practice that can bring high performance. In the article, Xu Zhijun especially cited the example of Huawei’s delivery process construction, because the delivery business is completed by cooperation and division of labor with customers. In the process, the division of labor between the two parties will be carried out according to the customer’s own capabilities and corresponding service requirements. The European carrier customers have strong capabilities and only need Huawei to participate in network deployment. Therefore, the delivery process in Europe only involves the business activities of network deployment, while the Southeast Asian carrier customers are relatively weak. Huawei is required to participate in the whole process from demand determination, network deployment, and operation and maintenance guarantee, so the delivery process in Southeast Asia has more links and activities than that in Europe. The excellent practices of delivery business in Europe and Southeast Asia are different, so the corresponding delivery process is also different.
Knowledge management has routine mechanisms and professional methods to continuously explore and deeply summarize the excellent practices of various businesses to support the in-depth construction and continuous optimization of processes. 数字化转型网（www.szhzxw.cn）
1) Through routine post-event review and case summary mechanism, the excellent practice of various businesses is continuously excavated
There is no shortage of good practices by high-performing employees in front-line operations, but without a routine mechanism to review and summarize, most good practices may go unnoticed, difficult to identify and promote.
Huawei has established routine mechanisms such as quick and immediate post-event review of various key activities at the front line, work combining employee autonomy and department determination, and project case summary, to guide various teams and employees at all levels to identify and share practices and experience in efficiently carrying out post or project work and solving difficult problems, and to continuously explore excellent practices in various businesses.
2) Have professional methods such as project knowledge harvesting and operation experience extraction, and summarize excellent practices at different levels
For the discovered excellent practices, Huawei has professional methods such as project knowledge harvesting and operation experience extraction, which meet the requirements of high and low levels of different levels of processes to summarize excellent practices:
· The excellent practices required by the high-level process correspond to the end-to-end/whole-process development mode, operation and management mechanism of the business, similar to the delivery process construction cases in Europe and Southeast Asia mentioned above, and the development strategy and ideas, stages and critical paths, organizational structure and role composition of the entire business module or category of projects. Conduct assembly analysis and extract holistic methodology and management mechanism 数字化转型网（www.szhzxw.cn）
· The good practices required by low-level processes correspond to the key activities of KSF or KCP as key success factors in the business process, and the details of the development steps, input and output, tool templates and other details of the activities should be thoroughly sorted out and analyzed, and the normal/standardized development process and rules should be summarized
Through collective reflection/co-creation of the project team in the process of project knowledge harvesting, collection and analysis of the whole project experience points, recovery/collation of multi-module knowledge assets, target comparison analysis, problem root cause analysis, and co-creation of follow-up solutions in the process of operation experience summarization, Huawei achieves in-depth summary of excellent practices at different levels such as business modules, projects, operations and activities. At the same time meet the requirements of high and low level process construction.
- To provide reference and basis for the establishment of quality standards and baselines
As mentioned above, the quality contained in Huawei’s operation management system is also regulated and operated from the perspective of “high quality” such as “meeting requirements”. Therefore, different businesses have different quality requirements and ways of meeting them. For example, the quality requirements to be met by R & D business are products with high quality and competitiveness, the quality requirements of delivery and service business are contract delivery and ensure customer satisfaction, the quality requirements of supply chain business are to provide raw materials/processes/production equipment to meet the needs, and the internal control and safety requirements to be met by all businesses. 数字化转型网（www.szhzxw.cn）
Although there are differences in the quality requirements to be met, there are also some common and common practices when carrying out quality management, and quality standards and baselines (establishment and implementation) are effective and common practices.
· Quality standards, from the perspective of results, agree on the goals to be achieved, such as the development and production of products, the need to meet the standard of 1 hour to complete the installation, delivery or service to meet the requirements of 1 day to solve the problem, etc. (often also known as service level Agreement SLA)
· Quality baseline, from the perspective of process, in order to meet the above quality standards, activities to be completed as far as possible during the work and its development requirements, such as the requirements that must be realized in the product research and development design to meet the above installation time requirements, or to meet the above service SLA requirements, service activities to be carried out and the corresponding time requirements, etc. Because the quality requirements and standards of each business are different, the focus of the baseline content is also different. For example, the research and development is mainly based on the demand/material base line, and the delivery and service are based on the working hour/cost 数字化转型网（www.szhzxw.cn）
Like process construction, the establishment of quality standards and baselines is also a process of standardizing the business, and even on the basis of the arrangement of process activities, more detailed and in-depth standards and norms are further established, which requires the advantages of knowledge management to produce a wider range and more in-depth summary of excellent practices. To provide reference and basis for the establishment of quality standards and baselines.
- Provide high-quality knowledge corpus for IT and digitalization
In the book “The Way of Huawei Digital Transformation”, the development of enterprise IT and digital transformation include three stages/levels of digitization, such as object, process and rule. Object digitization realizes the recording and management of various business data, process digitization realizes the online operation of the whole process, and rule digitization realizes the automatic processing of business according to the determined operating rules. Finally, the intelligent IT system is realized, and the business analysis and processing are far more efficient than people.
Intelligent implementation technology, whether it is the knowledge graph used for automated analysis and reasoning, the algorithm for intelligent data processing and processing, or the current popular language model supporting AI-generated content, requires a large number of high-quality (structured, error-free) enterprise knowledge as input, and only knowledge management can achieve the construction and accumulation of required knowledge. To provide high quality knowledge corpus for digitization and intelligence. 数字化转型网（www.szhzxw.cn）
To sum up, by establishing an operation management system that includes processes, quality, IT, knowledge, operation and other functions, Huawei realizes the standardized and efficient operation of R&D, sales, service and other businesses. Knowledge management exploits its core values and supports the construction and implementation of the operation management system through the exploration and summary of excellent practices and the construction of intelligent system knowledge corpus.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于数据学堂；编辑/翻译：数字化转型网宁檬树。
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