70 Huawei Investment & Holding Co., Ltd.
The overall goal of Huawei’s transformation is
to “grow the harvest and build a more fertile
environment”. To build a fully connected, intelligent
Huawei, we have dedicated ourselves to becoming
an industry benchmark for ROADS experiences
in all business areas, including marketing, sales,
supply, services, R&D, human resources, and finance.
We will continue to work hard at our own digital
transformation, driving internal efficiency and
effectiveness as well as customer and user satisfaction.
To transform our management system, the company
flexibly leverages HQ’s open platform capabilities and
consistent and foundational data platform. This allows
us to address the unique needs of each customer type
or business model.■ IPD 2.0 Transformation
The company’s transformation of its Integrated
Product Development (IPD) process focuses on
improving business continuity and software
engineering capabilities, and supporting
the growth of our new businesses. Over the
past years, we have endeavored to move
from coincidence to certainty. Today, we are
determined to make the impossible possible.Through this program, we aspire to continuously
improve our software engineering capabilities
and build trustworthy and quality products, so
that trustworthiness and high quality become an
inherent attribute of and a synonym for Huawei
products. By referring to trustworthiness theories
and modern software engineering methodologies,
we have been implementing this program across
many domains and all of our business segments.
These cover the management system, culture and
awareness, employee upskilling, and many others,
making the impossible possible.● To build trustworthiness into the
management system, we:- Consolidated several departments into
the Trustworthiness Theory, Technology &
Engineering Lab and the Trustworthiness
Enabling Department in each product line.
These teams are tasked with enabling
product trustworthiness.- Consolidated several departments into
the Digital IPD Department to build a
trustworthy software and tool chain. - Built trustworthiness into the IPD process.
- Built trustworthiness into IT systems and
the tool chain by developing trustworthy
coding and trustworthiness build tools,
and providing an efficient, responsive
environment for product development, as
well as a trustworthy process. - Constantly improved the performance and
experience of our desktop cloud, computing
cloud, and network infrastructure, and
addressed their business continuity
problems.
● Culture and awareness
In this area, we:- Worked to create a trustworthy software
culture, in which every engineer pursues and
writes clean code. - Refined the structures and operating models
of lower-level organizations and made code
quality through white box testing a KPI of
all software professionals.
● Employee upskilling
The company now requests that all software
engineers become specialists of trustworthiness
and that they pass required certification within
two years. Specifically, we:- Established a Trustworthy Software
Engineering Academy and built a training
and certification system and platform.
■ Following thorough risk identification and
assessment, subsidiaries set annual compliance
objectives, develop and implement control
measures, and regularly review progress, thereby
ensuring compliance objectives are achieved.■ The subsidiaries also perform self-checks,
inspections on certain aspects of their compliance
management, and independent internal audits, and
invite third parties to audit key compliance areas,
to ensure that compliance management is effective.Management Transformation