一、华为数字化转型愿景
2016年下半年，华为数字化转型规划团队历时3个月，从“5看”方法入手，瞄准公司业务战略，对其进行解读，从中识别出了公司对数字化转型的诉求（见图1）。数字化转型网www.szhzxw.cn
数字化转型愿景需与业务战略匹配。比如，规划团队针对“收入增加一倍，人员不显著增长”的目标，明确地将支撑公司业务增长、提升业务效率的要点体现在愿景中。再比如，“多业务形态”，意味着规划团队需要针对不同类型客户的体验诉求进行有针对性的设计，同时需要有合理的架构来支持不同产业的业务运作。数字化转型网www.szhzxw.cn
结合业务战略对数字化转型的诉求，分析数字技术在华为的使用前景，并与各业务部门共同探讨转型为业务带来的变化，最后规划团队建议将华为数字化转型愿景定为“把数字世界带入华为，实现与客户做生意简单高效，内部运营敏捷，率先实现ROADS体验，成为行业标杆”。愿景包含如下两大要点（见下图2）：
- 以ROADS体验为驱动和牵引，面向客户、消费者、伙伴、供应商、员工5类用户提升体验；
- 实现“大平台支撑精兵作战”，在提升平台能力和服务水平的同时，构建一线数字化作战能力。
1. 面向5类用户实现ROADS体验
数字时代，用户行为发生了深刻的变化（见图3），对企业能提供给用户或内部员工的体验也提出了全新的要求。华为发布了ROADS体验标准，对数字时代下的体验诉求进行了全新的描述。
最早时，ROADS体验标准用于描绘运营商通过数字化转型，为广大电信用户提供什么样的体验。华为要支撑电信运营商成功转型，首先得改变自己，只有自己转型成功了才能具备帮助运营商成功转型的能力。所以，华为将实现ROADS体验作为公司内部数字化转型的驱动力，在公司自身转型过程中加深对数字化的理解，积累能力来更好地服务客户，帮助运营商和其他企业客户提升用户体验，提升运营效率。
图4给出了ROADS体验的“5大类特征”，用于在进行数字化转型的具体业务方案描述时，对准关键用户角色进行有针对性的体验设计。
ROADS将带给用户全新的体验，具体分析如下。数字化转型网www.szhzxw.cn
实时（Real-time）：意味着信息实时获取，即业务对用户需求进行快速响应，让用户零等待；企业内部流程快速流转，业务快速运作。
按需（On-demand）：意味着按需定制，即让用户可以按照自己的实际需要定制各项服务，可以自由选择。
全在线（All-online）：意味着全在线，即让用户在线进行业务操作，实现资源全在线，服务全在线，协同全在线。
自助（DIY）：意味着用户可自助服务，即让用户拥有更多的自主权，提升用户的参与感。
社交（Social）：意味着社交分享，即让用户可以协同交流、分享经验和使用心得，增加用户归属感，增加用户黏性。
华为主要与3类客户打交道，包括客户（运营商客户和政企客户）、消费者、伙伴，每一类客户都有不同的交互场景和体验要求，需要区别对待。针对每一类客户，识别客户触点，畅想在这些触点上分别为客户实现什么样的ROADS体验。
以华为的运营商客户为例，围绕客户旅程展望客户体验的前景（见图5），用数字化手段做厚、做深客户界面。
ROADS体验是企业在数字时代下以客户为中心的外在表现，其背后需要企业的商业模式、业务模式等全方位的改变。
2. 大平台支撑精兵作战数字化转型网www.szhzxw.cn
华为的营销、销售、服务人员遍布全球，他们直接接触和服务客户，代表客户利益，响应客户需求。一个项目是否中标、是否交付成功，业务经营是否健康，极大依赖于这些团队，因此他们在华为被定位为“一线精兵”。
顾名思义，精兵要“强”，过去“强”主要体现在自身能力的积累上，培养一个优秀的国家代表、客户经理或者项目经理需要大量的培训以及长时间的经验积累。
而总部（华为内部常称为“机关”）则代表了“大平台”，大平台一方面向一线提供产品和解决方案、专家和知识等各种资源与服务，另一方面也要履行管控的职责，因为离一线远、管控多，常常被一线诟病为“官僚机构”。
我们认为，未来企业之间的竞争，将不再只是一线“精兵”团队的竞争，更是精兵+管理体系/平台能力的竞争。如何使得一线精兵的能力不只依赖于个人经验，如何使得机关提供的服务更加高效并能满足一线需求，如何减少机关“管控”对一线作战的内耗和打扰，如何从全局来看资源调度更优，都是华为数字化转型要解决的核心问题。
2016年，公司明确把实现“大平台支撑精兵作战”作为数字化转型的要点之一，体现“去中心化、减少决策层级、一线自主作战”等运作理念（见图6）。
我们希望通过数字化转型，构建面向一线作业场景的数字化作业平台，使一线人员从大量日常的事务性工作中解放出来，并能在数字平台上实时按需获取所需要的知识和服务，提升服务客户的能力。同时，机关将管控规则也融入数字化作业平台，减少了对一线的打扰，更多聚焦在自身能力的平台化、服务化和数字化上，供一线按需调用。双方从过去的“对立”，走向高效协作，共同为客户创造价值。
二、华为的数字化转型架构蓝图
2016年年底，华为的数字化转型规划团队，基于对愿景的系统诠释，整合出了如图9所示的架构蓝图，共分为5层。
1. 客户联接数字化转型网www.szhzxw.cn
面向客户构建全联接的协同平台，围绕客户旅程开展ROADS体验设计。以华为运营商客户为例，在实现“客户联接”的过程中，思考为客户带来如下服务和体验，如图8所示。
- 在线体验：客户可实时获取营销信息、产品动态和行业信息，通过在线展厅观看解决方案和产品的实时展示，也可按需、自助购买线上的解决方案和产品，并实现客户化定制。
- 在线交易：全在线的交互体验，客户PO订单全在线处理；高质、高效的交易，且交易全程与华为“零”接触，交易过程全程可视。
- 智能服务：智能客服，用户问题快速闭环。
- 统一的数据底座：基于统一客户信息平台和统一的数据底座，提供一致的体验。
2. 一线作战平台
结合公司的“面向市场创新”“面向客户交易”两大主业务流，以项目为中心，对准一线业务作业场景，提供数字化装备，赋能业务数字化作战。为此，业务需要构建以用户为中心的角色一站式平台（见图7），整合该角色在业务作业过程中的大部分操作，面向角色和场景进行功能汇聚，并将办公协同的功能融入业务作业过程中，重塑员工的作业模式和数字化体验。
通过一线作战平台实现信息及时获取、作业实时感知、线下到线上的协同作战和在线指挥、平台资源调用等功能，从而达到领先于行业的业务效率和体验。
3. 能力数字化数字化转型网www.szhzxw.cn
公司各业务领域不仅需要通过数字化转型提升自身业务能力，还应将能力包装为服务，在企业内共享和重用。能力数字化的核心是各业务领域都要沿着主业务流，识别出业务能力并主动进行能力的数字化建设，然后将服务开放出来，为一线作战平台或客户联接平台提供核心支撑，快速响应业务需求，如
图10所示。
针对通用的业务能力和服务，公司层面需进行主动规划，并采取“以用促建”的方式，进行能力建设和服务开发。
4. 数字化运营
公司层面统一汇聚数据，支撑各业务领域在授权下方便、安全地按需获取数据，提升基于数据进行业务运营的能力，进而将数字化运营融入日常业务中，并引入AI在智能预测、决策判断、风险识别等方面的优势，帮助业务拓展出新的业务模式，如图11所示。
构建数字化运营平台，可以实现数据同源和实时可视，减少汇报和管理层级；可以支撑一线实现战场感知、智能预警，让作战指挥更加高效。数字化运营与业务场景融合，并融入业务流程中，为业务提供单一数据源，对于海量、重复的确定性业务实现自动化，对异常状态实现及时告警，并充分运用智能分析提升决策水平。
5. 云化IT平台
平台承载数字化转型所需的各种数字技术，支撑应用服务化并上云，统一为业务数字化转型提供云服务支撑。云化IT平台具体来说有如下5个方面的架构要求。
- 资源引入和管理：快速引入华为云的计算、存储、网络等IT基础设施服务，支撑内部业务应用上云。
- 提供面向场景的服务解决方案：平台不是服务和功能的简单堆砌，而是面对场景的一系列解决方案。
- 多云管理：针对业务的复杂性和多样性，平台具备“多云”的架构和管理能力，满足全球业务快速扩展、资源弹性获取等诉求。
- 保护安全：部署关键业务和数据，保障核心信息的安全。
- AI使能：打造AI使能平台，孵化AI算法和服务。
三、数字化转型规划的“三阶十二步法”
经过这些年的实践，华为初步总结出了如图12所示的数字化转型规划“三阶十二步法”。
图12中，粗线连接的方框所标注的活动是数字化转型规划工作的主线，有些步骤是可选的。如果规划工作的时间允许，建议把这些步骤都走一遍。因为这样规划出来的项目会更具实操性，更能被变革项目组承接和落地。表1对“三阶十二步法”进行了简单介绍。数字化转型网www.szhzxw.cn
表1：“三阶十二步法”介绍
翻译：
Vision of Huawei’s digital transformation
In the second half of 2016, Huawei’s digital transformation planning team spent three months, starting from the “five perspectives” approach, aiming at the company’s business strategy, interpreting it, and identifying the company’s demands for digital transformation (see Figure 1).
The digital transformation vision needs to match the business strategy. For example, the planning team’s goal of “doubling revenue without significant growth in personnel” clearly embodies in the vision the key points that will support business growth and improve business efficiency. Another example is “multi-business form”, which means that the planning team needs to make targeted design for the experience demands of different types of customers, and at the same time, it needs to have a reasonable structure to support the business operation of different industries.
Combined with the business strategy’s demands for digital transformation, the application prospect of digital technology in Huawei was analyzed, and the changes brought about by the transformation were discussed with all business departments. Finally, the planning team suggested that the vision of Huawei’s digital transformation be set as “bringing the digital world into Huawei, realizing simple and efficient business with customers, agile internal operation, and taking the lead in realizing ROADS experience. Become the industry benchmark “. The vision has two main points (see Figure 2 below) :
Driven and driven by ROADS experience, it aims to improve the experience of customers, consumers, partners, suppliers and employees.数字化转型网www.szhzxw.cn
To achieve “large platforms support elite combat”, while improving platform capabilities and service levels, the construction of first-line digital combat capabilities.
Implement ROADS experience for five types of users
The digital age has seen profound changes in user behavior (see Figure 3) and new demands on the experience a business can provide to its users or employees. Huawei has released the ROADS Experience Standard, a new description of the experience requirements in the digital age.
Originally, the ROADS experience standard was used to describe what kind of experience a carrier could offer to a wide range of telecom users through digital transformation. In order to support the successful transformation of telecom operators, Huawei must first change itself, and only after its own transformation can it be equipped with the ability to help operators succeed in transformation. Therefore, Huawei takes the ROADS experience as the driving force for its internal digital transformation. In the process of its own transformation, Huawei has deepened its understanding of digitalization, accumulated capabilities to better serve customers, and helped operators and other enterprise customers to improve user experience and operational efficiency.
Figure 4 shows the “five broad categories of characteristics” of the ROADS experience, which are used for the targeted experience design of key user roles in the description of the specific business plan for the digital transformation.
ROADS will give users a new experience, and the details are as follows.
Real-time: means real-time information acquisition, that is, services quickly respond to user requirements, so that users do not wait. Rapid flow of internal process and rapid operation of business.
On-demand: It means on-demand customization, that is, users can customize various services according to their actual needs. They are free to choose.
All-online: enables users to perform service operations online, enabling All resources, services, and collaboration to be online.
Self-help (DIY) : It means that users can serve themselves, which means that users have more autonomy and enhance the sense of participation of users.
Social: It means social sharing, which enables users to communicate collaboratively, share experience and use experience, and increase the sense of belonging and stickiness of users.
Huawei mainly deals with three types of customers, including customers (carrier customers and government and enterprise customers), consumers, and partners. Each type of customer has different interaction scenarios and experience requirements and needs to be treated differently. For each type of customer, identify customer touch points and envision what kind of ROADS experience can be achieved for the customer on those touch points.
Taking Huawei’s carrier customers as an example, they envision the prospect of customer experience based on customer journey (see Figure 5), and use digital means to deepen and deepen the customer interface.
ROADS experience is the external expression of customer-centric enterprise in the digital age, which requires all-round changes in business model and business model.
Large platforms support elite combat数字化转型网www.szhzxw.cn
Huawei has marketing, sales, and service personnel all over the world who directly contact and serve customers, represent customers’ interests, and respond to customers’ needs. Whether a project is awarded, delivered successfully and the business operation is healthy depends greatly on these teams, so they are positioned as “frontline elite soldiers” in Huawei.
As the name implies, elite soldiers should be “strong”. In the past, “strong” was mainly reflected in the accumulation of their own abilities. To cultivate an excellent national representative, account manager or project manager requires a lot of training and a long time of experience accumulation.
While the headquarters (often referred to as “organs” within Huawei) represents a “large platform”. On the one hand, large platforms provide products, solutions, experts, knowledge and other resources and services to the front line, and on the other hand, they also have to perform management and control duties. Because they are far away from the front line and have more control, they are often criticized as “bureaucratic organizations” by the front line.
In the future, the competition between enterprises will not only be the competition of the first-line “elite” team, but also the competition of elite + management system/platform ability.
We believe that in the future, the competition between enterprises will not only be the competition of the first-line “elite” team, but also the competition of elite + management system/platform ability. How to make the ability of frontline elite soldiers not only depend on personal experience, how to make the service provided by the government agency more efficient and meet the needs of the front line, how to reduce the internal friction and disturbance of the “control” of the government agency on the front line operations, and how to better resource scheduling from an overall perspective are the core issues to be solved by Huawei’s digital transformation.
In 2016, the company clearly took the realization of “large platform supporting elite warfare” as one of the key points of digital transformation, reflecting the operation philosophy of “decentralization, reduction of decision-making levels, and front-line autonomous warfare” (see Figure 6).
We hope to build a digital operation platform for front-line operation scenarios through digital transformation, so that front-line personnel can be liberated from a lot of daily routine work, and can obtain the required knowledge and services on the digital platform in real time and on demand, so as to improve the ability to serve customers. At the same time, the authorities also integrate the control rules into the digital operation platform to reduce the disturbance to the frontline, and focus more on the platform, service and digitization of their own capabilities for the frontline to call on demand. The two sides from the past “opposition”, to efficient collaboration, jointly create value for customers.
Huawei’s digital transformation architecture blueprint
At the end of 2016, Huawei’s digital transformation planning team integrated the architecture blueprint as shown in Figure 9 based on the systematic interpretation of the vision, which was divided into five layers.
Customer connection
Build a fully connected collaborative platform for customers, and carry out road experience design centering on customer journey. Taking Huawei carrier customers as an example, in the process of realizing “customer connection”, the following services and experiences are considered to be brought to customers, as shown in Figure 8.
Online experience: Customers can obtain marketing information, product trends and industry information in real time, and view real-time display of solutions and products through the online exhibition hall. They can also purchase online solutions and products on demand and self-service, and realize customization.
Online transaction: full online interactive experience, full online processing of customer PO orders; High quality and efficient transaction, and the whole process of the transaction with Huawei “zero” contact, the whole process of the transaction visible.
Intelligent service: intelligent customer service, user problems quickly closed loop.
Unified data base: Provides consistent experience based on a unified customer information platform and a unified data base.
Front-line combat platform数字化转型网www.szhzxw.cn
Combined with the company’s two main business streams of “market-oriented innovation” and “customer-oriented transaction”, the project as the center, aligns with the front-line business operation scenario, provides digital equipment, and enables business digital combat. Therefore, the business needs to build a user-centered one-stop platform for roles (see Figure 7), integrate most of the role’s operations in the business operation process, carry out functional convergence for roles and scenarios, and integrate the function of office collaboration into the business operation process to reshape the operation mode and digital experience of employees.
Through the front-line combat platform, such functions as timely information acquisition, real-time operation perception, offline to online collaborative operations and online command, and platform resource call can be realized, so as to achieve business efficiency and experience ahead of the industry.
Digital capabilities
Each business area of a company not only needs to enhance its own business capabilities through digital transformation. But also needs to package capabilities into services that can be shared and reused within the enterprise. The core of capability digitization is that all business areas should identify business capabilities along the main business flow and take the initiative to carry out digital construction of capabilities, and then open services to provide core support for front-line combat platforms or customer connection platforms to quickly respond to business needs, such as
Figure 10 shows.
In view of GM’s business capabilities and services, the company needs to take the initiative to plan. And adopt the “use to promote construction” way to carry out capacity building and service development.
Digital operation
At the company level, unified data aggregation supports all business areas to obtain data conveniently and safely on demand under authorization, improves the ability of business operation based on data, and then integrates digital operation into daily business, and introduces AI’s advantages in intelligent prediction, decision judgment, risk identification and other aspects to help the business develop a new business model, as shown in Figure 11.数字化转型网www.szhzxw.cn
Build a digital operation platform, which can realize data homology and real-time visibility, reduce the level of reporting and management. It can support the front line to realize battlefield awareness and intelligent early warning. So that the combat command is more efficient. Digital operation is integrated with business scenarios and integrated into business processes to provide a single data source for business, automate massive and repetitive deterministic businesses, timely alarm abnormal states, and make full use of intelligent analysis to improve decision-making level.
Cloud IT platform
The platform carries various digital technologies required for digital transformation, supports application servitization and cloud access. And provides unified cloud service support for business digital transformation. Specifically, the cloud IT platform has the following five architectural requirements.
Resource import and management: IT infrastructure services. Such as computing, storage, and network, are quickly introduced to Huawei Cloud to support internal business applications on the cloud.
Providing scenario-oriented service solutions:. A platform is not a simple collection of services and capabilities, but rather a set of solutions facing a scenario.
Multi-cloud management: In view of the complexity and diversity of business. The platform has a “multi-cloud” architecture and management capabilities to meet the needs of rapid expansion of global business and flexible access to resources.
Security protection: Key services and data are deployed to ensure the security of core information.
AI enablement: Build an AI enablement platform, incubate AI algorithms and services.
The “Three-step and Twelve-step Method” of Digital Transformation Planning
After years of practice, Huawei has preliminarily summarized the “three-stage twelve-step method” of digital transformation planning as shown in Figure 12.
In Figure 12, the activities marked by the boxes connected by the bold lines are the main thread of the digital transformation planning effort, and some steps are optional. If planning time permits, it is recommended that you go through all of these steps. Because such a planned project will be more practical, more can be undertaken by the change project team and landing. Table 1 gives a brief introduction to the “three-step twelve-step method”.
Table 1: Introduction of “three steps twelve steps Method”数字化转型网www.szhzxw.cn
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