Huawei 2013 Annual Report Download - page 127

■Continuous Integrated Financial Services (IFS)
Transformation: Huawei is building a global
financial management system to facilitate the
company’s sustainable and profitable growth
through data-based management. Huawei
is close to finishing the streamlining of its
financial and business processes and data at
the transaction level. As such, we are now
focusing on developing comprehensive financial
capabilities related to operations and decision
making.
■Continuous Optimization of the Integrated
Product Development (IPD) Process: Huawei has
deployed the One Track development model
through the Product Lifecycle Management
(PLM) system, achieving process integration and
ensuring data consistency. We have integrated
operation systems that support end-to-end
R&D activities, from product requirement,
design, implementation, validation, version
building, to release. In addition, a complete IT
system that supports R&D activities has almost
been developed. These measures have helped
improve R&D efficiency and product quality
while ensuring that cyber security and product
compliance requirements are defined and
fulfilled in the product R&D process. We have
optimized innovation management in terms of
process architectures, built innovation DNAs
in the company’s process and management
systems, and continued to develop the service
and device IPD processes to support the
development of new industries.
■Continuous Project Management and
Knowledge Management: Huawei is making
efforts to build a management culture
focused on project operations, and continues
to change related processes, organizations,
resource allocation mechanisms, and appraisal
mechanisms so that projects are treated as
independent operating units. To improve
organizational efficiency, Huawei also deploys a
resource buy-and-sell mechanism that enables
project teams to buy resources from Group
Functions. In addition, Huawei has devoted
more efforts to knowledge management,
document management, and knowledge
communities to enhance knowledge and
experience sharing, thus improving employees’
efficiency.
Organizational Capabilities
Functional departments at Huawei, such as finance,
HR, business process & IT, sales support, service &
delivery, and administrative affairs, have widely
deployed the shared service model to integrate
resources and support the improvement of the
company’s business capabilities and operational
efficiency. Huawei has established over 40 Centers
of Expertise (COEs) across 16 countries, with
the focus on filling capability gaps and sharing
expertise. By integrating global professional
talent, we are able to make breakthroughs in key
technologies, share professional experiences, and
improve business capabilities. In addition, Huawei
has set up more than 30 Shared Service Centers
(SSCs) worldwide. Some mature SSCs, such as the
finance and contract fulfillment SSCs, are shifting
their roles from regional to global integration
centers. The bidding, IT, HR, supply chain, and
logistics SSCs have also been established and
started operations. COEs and SSCs aim to better
provide quality and efficient services to the three
BGs and regional organizations, enabling them to
focus more on customers.
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