Huawei 2013 Annual Report Download - page 126

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Strategy to Execution
Huawei launched its “Develop Strategy to Execute
(DSTE)” strategy management system to enable
strategy-driven business planning, budgeting, and
performance appraisal. This action aims to ensure
that the medium-to-long-term strategic objectives
of the company and each business unit are taken
into account in the annual plan and budgets,
thus helping ensure that business units are well
coordinated. This action also aims to effectively
manage corporate investments and assist the
company in achieving its strategic and business
objectives.
During the annual business planning and
budgeting, Huawei utilizes balanced scorecards to
measure its organizational performance. Corporate
strategic objectives are broken down into
organizational performance objectives at all levels.
At Huawei, work reports are conducted level-by-
level, personal business commitments (PBCs) are
managed for employees, and the applications
of organizational and individual performance
results are strengthened. These approaches ensure
that organizational and individual objectives are
aligned with the company’s objectives and that the
company’s strategy is effectively understood and
implemented across the organization.
Management Transformations
In 2013, Huawei focused on strengthening the
integration of its process architecture, ensuring
the smoothness of main business flows, further
delegating authority to field offices based on
processes, better aligning organizations with
processes, and improving process performance
and operations. In addition, we incorporated
the design of internal controls into the process
management system. By implementing a variety
of transformation programs, we ensured prompt
responses to and end-to-end management of
customer requirements, further lowered our
internal operating costs, and improved our
business operational efficiency, thereby bolstering
the company’s strategic goals of globalization and
sustainable development.
■Deepened Transformation of Customer
Relationship Management (CRM): Huawei
developed process-based organizations
for customer-centric marketing, sales, and
services to ensure that we remain focused
on customer expectations and requirements,
improve efficiency, and reduce risks and
costs in order to create maximum value for
customers and enable their and eventually
Huawei’s success. To date, we have completed
the development of the Lead to Cash (LTC)
process and the IT system, and optimized
them for regions based on local conditions.
The Manage Client Relationship (MCR) process
has been implemented effectively in 14 regions
and 10 key account departments worldwide to
effectively manage customer relationships and
customer satisfaction.
■Continuous Customer Issue Management
Transformation: The Issue to Resolution (ITR)
process has been launched and fully deployed,
allowing us to handle non-technical problems,
complaints, and other customer concerns
in addition to technical issues. As such, we
ensure that issues raised by customers are
resolved in accordance with contracts in a
timely and effective manner to protect service
continuity and cyber security of customer
equipment and networks. This initiative also
drives the company to improve its products and
management to ensure customer satisfaction.
125
Corporate Governance Report