What are the precautions for enterprise transformation and upgrading?

Combining the "Seven Objections" summarized by Huawei in its management reform for many years and the experience of Zhongtian Huaxia in enterprise management consulting for many years, I hope it can be helpful for enterprises carrying out IPD reform through understanding the "Seven Objections".

Point 1: Oppose perfectionism.

"Perfection" may mean extreme accuracy, which is impossible to achieve in reality, while the deliberate pursuit of perfection may mean extreme fineness and complexity, which may lead to extremely high requirements for resources and greatly reduced efficiency, while the so-called "innovation" may become self-trauma.

The second point: Oppose complicated philosophy.

Not every innovator knows how high the gross profit margin of Huawei products is, how big Huawei's product development team is, and how much management cost Huawei needs for its elaborate and complicated processes and extremely subdivided job division. And these are not suitable for every industry and every enterprise.

Viewpoint 3: Oppose blind innovation.

In addition, innovation is bound to be costly and destructive. Even Huawei, which is constantly changing, has repeatedly emphasized the innovation of "small improvement, big reward, big suggestion, only encouragement" and "flowers inserted in cow dung", never deviating from the traditional blind innovation, but pioneering and innovating on the basis of the original existence. Innovators must understand that innovation has two sides.

The fourth point: oppose local optimization without overall benefit improvement.

In many enterprises, processes are constructed by functional departments to meet the needs of their own business operations. We can't simply blame it for not thinking globally, and this result is precisely because it doesn't systematically consider the whole value creation process from the overall perspective of the enterprise, which makes all functional departments lack overall guidance and narrowly design subdivision processes from the perspective of a single department.

Fifth, we should oppose the reform of cadres and leaders who have no overall view.

We often say that IPD reform is a first-class project. From this perspective, what needs to be changed is the leader, who must have the overall thinking of the top leader.

Sixth point: Oppose employees who have no business experience to participate in the change.

Without people with business experience in this enterprise to participate in the change, the change may become a simulated "game", and the game world is always so different from the real world.

Seventh point: Oppose the process that can be applied without sufficient argumentation.

Some processes, such as product development processes, must be effectively and fully demonstrated before large-scale implementation, which requires large-scale and multi-employee implementation, otherwise it may have disastrous consequences.

In order to ensure the quality of the process, the enforceability of the process, and the matching between the process and the actual situation of the enterprise, it is necessary not only for experienced people to participate in the reform, but also for repeated careful examination, sand table drills with real cases, and even for pilot projects with typical real projects to ensure the quality of the process.

These seven objections cannot be viewed in isolation. Only by comprehensively understanding them from a systematic perspective can we understand the core idea of Huawei's successful transformation and avoid going into a misunderstanding when its own enterprises change.

If your enterprise is ready to implement IPD, or you have a strong interest in IPD system, please read "The Misunderstandings of Seven Objections to Huawei Reform" written by Zhongtian Huaxia Expert Consultant Mr. Zhu Yong to learn more.