2019 Annual Report (^73)
Huawei has invested much effort into interpreting
and communicating the company’s new vision to its
employees. Through this vision, we work to ignite a
stronger sense of mission amongst our employees.
By instilling a greater sense of honor among our
employees, we aim to inspire a stronger sense of
responsibility and drive for continuous dedication.
In addition, we have simplified management based
on trust in people and continued to implement
differentiated management mechanisms for different
employee groups and businesses. These efforts
combined have helped us create an organizational
climate that values trust, collaboration, and dedication,
and boosted the vitality of the organization as a
whole.
Our initiatives to boost organizational vitality focus on
five areas:
■ Refining organizational management by:
● Redoubling efforts to consolidate a business
and platform management mechanism primarily
through the Consumer Business Managing
Board, ICT Infrastructure Managing Board, and
Platform Coordination Committee.
● Rolling out the Representative Office Contract
Review and Conclusion Transformation
Program, which explored novel organizational
and operating models for complicated business
scenarios in large representative offices and
encouraged all representative offices to increase
per-capita contributions by “growing the harvest
and building a more fertile environment”, while
ensuring operational compliance.
● Further streamlining and optimizing field and
functional organizations, and encouraging
further delegation of authority to lower levels
and field offices, which has helped increase the
vitality of all business units.
■ Implementing better leadership management by:
● Continuing to stress responsibility fulfillment
results, and investing sustained effort in
selecting and developing managers with
successful track records.
● Actively searching for outstanding
high-potential talent from key projects, giving
them more opportunities, and boldly deploying
them to key positions to encourage more
outstanding talent to emerge.
● Extending our pilot of a dedicated talent
development plan (i.e., fast-track promotions),
applying the Manager Capability Assessment
mechanism to more senior managers, ramping
up efforts to reposition unqualified managers,
and ensuring that managers willingly accept
promotions or demotions.
● Improving operations of management teams at
different levels to boost operating quality and
push these teams to step up to the plate.
■ Transformation in Field Offices
Over the past year, field offices have actively
explored and practiced new approaches to
the digitization of transactions, production,
and operations. The ultimate goal is to make
transactions with customers simpler and more
efficient, and improve customer satisfaction. In
these areas, we performed:
● Transaction digitization: Eliminated barriers to
accessing Huawei systems and provided online
channels, making it easier for customers to
do business with Huawei. This created synergy
between Huawei and our ecosystem partners.
● Production digitization: Automated production
allowed instructions to be sent directly to the
site, enabled the efficient transfer of physical
goods and intelligent logistics, and ensured
visibility throughout the entire process.
● Operation digitization: Shifted from post-event
reporting to real-time operations by launching
an Intelligent Operation Center (IOC). As an
operation command platform, when coupled
with ground support, this IOC can quickly
locate and analyze issues, provide early
warnings about business risks, and facilitate the
closed-loop management of these issues and
risks, thereby ensuring real-time operations.
Organizational Vitality
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