Huawei 2014 Annual Report Download - page 125

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123Corporate Governance Report
■Developing the Consumer BG 2C Transformation
Program for daily channel and retail management
and efficiency improvement, and planning the
transformation towards the 2C-oriented end-to-end
service system:
▲Released the Retail BPA V1.0 (provisional).
▲Implemented the PRM Project in 70 representative
offices.
▲Launched iRetail – the brick-and-mortar store
management system – in China and Thailand.
▲Globally deployed the purchase, sales, and
inventory management system (PSI V1.0) to
streamline sell-in and sell-out data.
■Implementing integrated business transformations in
the Enterprise BG:
▲Developed channel partners and a cooperation
ecosystem to improve the BG's capabilities
regarding industry solutions, marketing, channel
sales, and enterprise services. Specifically, built
an agile, standardized, and visualized channel
transaction platform to greatly enhance order
processing efficiency.
■Implementing project management and knowledge
management transformation:
▲Continued to develop a project-based
management culture.
▲Readjusted processes, organizations, the resource
allocation mechanism, and the appraisal system
to make every project an independently managed
entity.
▲Introduced a "resource buy-and-sell mechanism"
that connects functional departments and project
teams to improve organizational efficiency.
▲Incorporated knowledge management into major
business processes for R&D, sales and marketing,
and delivery to improve the quality and efficiency
of project delivery.
Through management transformations, we improved
our BPA covering three customer groups: carriers,
enterprises, and consumers. These transformations also
ensured all major business processes flowed smoothly
and enabled digital operations. By implementing a series
of transformation projects and process accountability,
we have been able to promptly respond to customer
needs, continually reduce internal operating costs,
improve the efficiency of business operations, and
effectively support Huawei's global strategic objectives
and sustainable development.
Organizational Capabilities
We defined rules for delegating responsibility and
authority to field offices to improve operational
efficiency. This enabled field offices to flexibly change
their organizational form and scale based on business
needs. We were then able to develop highly competent,
specialized, and professional customer-facing teams.
To better utilize our regional operating platforms, we:
■Refined our resource allocation mechanism to
enhance expertise and knowledge sharing.
■Set up three corporate-level strategic reserves – the
Special Project Dept, tiger teams, and the Project
Mgmt Resource Pool.
■Improved our management mechanism and
methodologies for project-based organizations.
In the past year, we continued to improve the capabilities
of our SSCs around the world. Our SSCs in five domains
continued to improve their service quality to help the
company constantly increase operational efficiency.
Specifically, we took the following measures:
■Introduced multi-level shared service models for
finance, with an average of over 8,000 invoices
being processed per capita annually.