Huawei's digital transformation (1): three aspects of digital transformation

We continue this series of posts on Huawei. Here are some of my experiences and insights from looking at Huawei's digital transformation. The benefits of digital transformation are very large, mainly in three aspects:

And the reason why experience enhancement is put in the first place is that for enterprises, no matter what they do, they want to make the user satisfied, and one of the best indicators of user satisfaction is: the user's experience has been improved.

That is to say, digitization can greatly release the advantages of productivity and relations of production, can let the user feel their own ability to have a grip on the original solution to the problem can not be solved better. From another point of view, with this grip, it will also be able to make the user and you do business, become easier, safer, as well as more enjoyable.

Data has to cross organizational boundaries and all be opened, connected, and incorporated into the same digital system. This is the cornerstone of leveraging digital to enhance the experience, and it's a must for everything that's going to come next. And to achieve this goal, at least two things must be done: one is the connection of the full amount of all elements, and the second is real-time perception. These are the two most basic layers for improving user experience. Because only to achieve these two levels, the digital system has a basis for decision-making, and decision-making is also done out of the timeliness.

And to achieve this dynamic on-demand, the key is the digitization of production factors. If the factors of production are not digitized, it will not be able to achieve a dynamic and rapid response to user needs.

The era of industrialization has laid a solid foundation for the way the world looks today, but it has also brought about an inevitable result, which is overcapacity. This "disease" is solved by the medicine of digitalization. Digitization to solve the problem of overcapacity, the key is still digitization can tell you which overcapacity, what time overcapacity, the region overcapacity, only these information can be full, real-time to provide out, that will be overcapacity in time to allocate to the need of the user and colleague, there is a chance to become possible.

Today's world, thanks to the industrial era to bring us the scale of production capacity. And the digital age is all about tailoring to each customer on an industrialized scale. So, digitalization is the upgrade of industrialization, the redistribution of industrialization. And it is the redistribution of refinement, intelligence and automation.

The efficiency gains that digital transformation brings to an enterprise are never just relative advantages, but absolute advantages. The great optimization of costs, the great improvement in the quality of decision-making, and ultimately constitute the core competitiveness of the enterprise. I think, can realize the digital transformation of the enterprise, for the enterprise is still in the original state of work, really may be "downward strike". Because the decision-making after the digitalization, are supported by data, data based on the future development and trends, the success rate of decision-making is definitely not in a class.

This is because, with digitization, not only is decision-making faster, but because of the presence of data, decision-making is also more accurate. The original fast may be at the expense of the accuracy of the premise, wrong can also be corrected in a timely manner, but after the digitalization, fast decision-making can also ensure the quality of decision-making.

Enterprises can mobilize, collect, and get through more data, can add more energy to the enterprise machine, and can continue to grow at a more efficient rate. What is the energy of the information age, is data. So after the digital transformation, all aspects of the enterprise can be supported by multi-dimensional and accurate data, the possibility and speed of growth of the enterprise will certainly be bigger and better.

The ability brought by the digital platform is incomparable to other platforms, this is because the digital platform deposits almost all the data needed for business operation, functioning, decision-making, and forming a history. And more than likely, with this data, greater utilization of the data can be achieved through current algorithms such as artificial intelligence, machine learning, etc., so that the digitized platforms provide greater support for the functioning of the business.

Enterprises that are digitized enough are like shape-shifters that can take on different forms to address different risks and solve different problems. The change that digitization brings to an enterprise is that it can be supported by data that allows the mode of transactions and operations to change on demand, ensuring that both the transactions and operations of the enterprise remain efficient.

The soul of digital innovation in the model can not only be a change in the transaction mode and mode of operation, only coupled with a fundamental change in the organizational model and governance model, can be considered a fundamental innovation in the model. In my understanding, this is because the transaction model and operating model are to the user, and you external capability output. While the organizational model and governance model is internal to the enterprise, only the internal bones and flesh of the enterprise have undergone real, fundamental changes, only in the digitalization of the completion of the real model of innovation.

I'm Xu Jianhang, this is my 191st article, welcome to join the 007 community, write one article in seven days, write together for seven years, and go to Antarctica together after seven years.