Huawei 2014 Annual Report Download - page 124

122 Huawei Investment & Holding Co., Ltd. 2014 Annual Report
body on transformation, the ESC sets the direction of
Huawei's transformation, and plans, coordinates, and
guides the execution of the transformation strategy.
This restructuring will usher Huawei into a phase of
integrated transformation across functions, processes,
and departments in the next three to five years, with
a view to maintaining effective growth in terms of
revenue, profits, and cash flow, and allowing Huawei
to achieve industry leadership.
In 2014, Huawei launched the following initiatives:
■Establishing the transformation program
management team for a major business stream IPD+
to improve product and solution competitiveness
and end-to-end efficiency of the IPD+ business
stream, and enable the company to continue to
grow and improve operational efficiency:
▲Established an end-to-end product management
system to focus on market-oriented innovation
and cross-process integration.
▲Expanded the reach of the system from IPD to
end-to-end product management.
▲Applied a unified and conversion-free product
configuration model to streamline the entire
process.
▲Promoted agile version development and
developed ALM solutions to shorten time-to-
market.
■Comprehensively implementing an integrated CRM+
transformation based on a customer-oriented
approach:
▲Provided competitive integrated solutions that
met customer needs.
▲Helped customers manage assets and built
new-style partnerships to forge an open and
collaborative ecosystem that supports effective
and sustained growth.
▲Refined business models to link marketing, sales,
services, delivery, supply, finance, and other
major processes.
▲Developed efficient and integrated working
processes and IT platforms that met the needs
of field offices.
▲Promoted an operating model shift, from one
focusing on functions to one focusing on
projects.
▲Improved operating capabilities in the field.
▲Implemented total budget management.
▲Optimized delivery models by building an
integrated delivery platform and remote delivery
centers to achieve cost-effective, highly efficient,
and high-quality merged on-site delivery.
▲Implemented the LTC, ISD, MCR, and ITR
processes in most regions worldwide.
▲Carried out integrated transformation pilot
projects in several countries to improve
operational efficiency and customer satisfaction,
and reduce operating expenditure and risks.
■Implementing the ISD transformation:
▲Deployed the ISD process that is aligned with the
Customer Delivery Process Adaptation process,
and established a TMO to improve the quality of
delivery solutions in the service domain.
▲Put in place an integrated IT architecture for
managing projects, their implementation, and
delivery information assets.
▲Applied mobile Internet technology to ensure
orderly, streamlined, and efficient project delivery
and improve customer satisfaction.
■Completing the IFS transformation:
▲Established a total budget management system
to streamline financial data management and
business processes for transactions.
▲Developed an ICFR mechanism which improved
the company's overall operational, management,
and risk control capabilities.