标签归档 西安高端外卖

Recently, the "2023 Intangible Brand Conference" hosted by the Ministry of Culture and Tourism and the Guangdong Provincial People’s Government, undertaken by the Guangzhou Municipal People’s Government and the Guangdong Provincial Department of Culture and Tourism, and implemented by the Guangzhou Municipal Bureau of Culture, Radio, Film and Television Tourism was held in the new Guangzhou Cultural Center (Guangzhou Intangible Cultural Heritage Protection Center). By rallying the strength of all parties, the conference thoroughly studied the construction of intangible brands and explored new paths for the development of intangible heritage. Through a variety of professional and public activities, such as the "Intangible Cultural Heritage Night" performance and creative intangible cultural heritage interaction, the conference also enabled intangible cultural heritage brands to be presented in a way that everyone can appreciate, taste, wear and experience, and promoted intangible cultural heritage to better integrate into modern life, which was widely used and within reach. The picture shows the scene of the activity. Ingenuity and ingenuity of traditional crafts In the exhibition area of traditional crafts brands in Hanmo Garden, the new building of Guangzhou Cultural Center, a dazzling array of exhibits attracted the attention of journalists: spinning and dyeing embroidery, weaving and binding, carving and shaping, paper-cutting and painting, ceramics firing, lacquerware decoration … There are many categories of traditional crafts, and the exhibits are unique and dazzling. The picture shows the scene of the event. "Today we are bringing litchi patterns and a complete set of engraving with Lingnan characteristics. I hope everyone can know more about Rong Baozhai woodcut watermark." In the exhibition area, the "Rong Baozhai" brand shows the audience the production process of the national intangible heritage project "Woodblock Watermarking Technology", and the audience can participate in the experience production. The on-site staff told reporters that this traditional technique is different from printing with various colors of "ink" in modern printing technology, but through"Sketching", "Engraving" and "Printing" are printed in sequence from shallow to deep, and printed together in three steps. "I hope that art can enter the public life and let the audience feel the infinite charm of traditional national cultural treasures at close range." "’Mud-dyed Clothing Series Born in Mud and Growing Up in Soil’ is the name of this exhibition product. The works in this exhibition are mainly cotton and linen clothing series dyed and woven in Guizhou’s oil-red soil. With Guizhou mud dyeing combined with Guizhou’s national intangible skill ponytail embroidery as the main production technique, product design innovation is carried out, and clothing is used as the expression carrier to express the love for the land. " In front of Plum Liuxiang brand exhibition area, Chen Mei enthusiastically introduced the works she brought to the audience. In Chen Mei’s eyes, the clothes dyed by indigenous methods have the color of the earth, giving people the feeling of home and home. In particular, Chen Mei also brought several bottles of clay specimens collected from Guizhou to Guangzhou, and the audience was amazed by the beauty and charm of the soil. Xie Yu, the founder of "Hanyu Tiangong" jade carving brand from Xuzhou, Jiangsu Province, brought a number of jade carving works to this intangible brand conference. His work Qian Xuesen, a meritorious scientist with two bombs and one satellite, was carved out of the white Lingbi stone in Anhui Province, and the hair and collar of the characters were carved out of the true colors of jade. The works are lifelike, attracting a large audience to watch them at close range. It is reported that there are nearly 150 participating brands in this conference. As an important part of intangible cultural heritage, traditional crafts bear profound humanistic heritage, rich practical experience and exquisite ingenuity.35 traditional craft brands were selected and exhibited in the traditional craft brand exhibition of the 2023 Intangible Heritage Brand Conference. These brands include Maotai, Xiling Printing House, Rong Baozhai, Jinwen Yunjin, Chaoshan Seal, etc. They are not only Chinese time-honored brands that have been passed down for a hundred years, but also emerging brands founded by non-legacy representatives. In addition to the traditional craft brand exhibition, the research and training plan achievement exhibition focuses on 36 traditional craft innovation brands and works hatched by the research and training plan; The brand exhibition of non-legacy workshops focuses on 30 non-legacy workshop brands and related achievements; The exhibition "Haisi Bay Area Guangzuo Huazhang" focuses on the traditional craft brands in Guangdong-Hong Kong-Macao Greater Bay Area, which are mainly Guangzuo (traditional handicrafts made in Guangfu area). Guangzhou’s non-genetic inheritors made a stunning appearance. Many inheritors from Guangzhou also took their own brands to participate in this non-legacy brand conference. Among them, the main products of Zeng Zhaohong’s olive carving brand are not only olive carving, but also many new olive carving handicrafts with flexible composition and various forms. Zeng Zhaohong, the national non-genetic inheritor of the nuclear sculpture (Guangzhou Olive Carving), told reporters that in the future, we will continue to carry out activities such as the spread of olive carving culture and the teaching of olive carving, which will inject new vitality into the traditional olive carving in China. Zhou Chengjie is an apprentice of Zhai Huiling, the founder of Yicai brand, and also a representative inheritor of Guangcai city. He believes that brand building is an indispensable part of cultural heritage. "In addition to making traditional vases and color plates, we also do some cultural creations, using different carriers, such as refrigerator stickers, mobile phone cases, tidal clothes, etc., combined with traditional patterns and elements. We neglected the brand building in the early days.Now, in addition to guarding the traditional skills, we should also promote this skill in the form of cultural brands. Only by polishing our brand can more people see and appreciate it. " The picture shows the scene of the event. I am eager to try. "It is a very interesting experience to listen to the teacher’s on-site explanation." "Raise your right hand and start to experience AR somatosensory dressing." In the traditional craft brand exhibition area, the citizens who made an appointment to visit the museum had a great time. Fantuo Digital’s super-realistic digital homo sapiens and Li Jiashi’s drumming interaction all make the citizens eager to try and feel the charm of digital interaction. The 2023 Intangible Cultural Heritage Brand Conference has creative intangible cultural heritage experience activities, such as "Intangible Cultural Heritage Night" performance, food and cultural creation market, and Han and Tang clothing garden, which show the development results of the integration of traditional intangible cultural heritage projects and contemporary stage art. Through immersive experience scenes, the citizens can deeply feel the beauty of intangible cultural heritage, which lies in various forms, ingenious application, closeness to life and unlimited creativity. The child from Guangzhou Academy of Fine Arts told the reporter that what impressed him most was the interaction with several teachers of Xiling Printing Society. "There are many stresses on rubbing, and it is a very interesting experience to listen to the teachers’ on-site explanations." Dressed in ancient costumes, Ayi revealed that she was deeply impressed by the brand exhibition of drama costumes. "The traditional drama in China is charming and elegant, and you can watch the details of drama costumes at close range, which is an excellent experience." "the night of the past"In the exhibition, Lingnan Guqin, Xiao and Chen Tai Ji Chuan jointly performed "Bijian Liuquan", in which the sound of the piano, the sound of the Xiao and the boxing were integrated, and the audience was immersed in it. After the performance, when interviewed by the media, Chen Juan, the 12th generation of Tai Ji Chuan, a human intangible cultural heritage project, and vice president of Guangdong Wushu Association, said that Tai Ji Chuan has developed for about 400 years, and this well-known sport in China was listed as a world-class intangible cultural heritage in 2020. "Why is Tai Ji Chuan loved by everyone? Ordinary people can practice Tai Ji Chuan in their lives to achieve the functions of fitness, self-cultivation and self-defense, and they can also learn about profound traditional culture through this sport. ". Non-legacy new creations are integrated into life to show the artistic charm of "practicality and beauty": Yao embroidery, Guang embroidery, Chao embroidery, Xiaolan embroidery and bead embroidery … Recently, "Fashion Lingnan Non-legacy new creations" 2023 Guangdong non-legacy clothing exhibition and exchange activities and excellent case works release conference were held in Guangzhou. In the meantime, the release of outstanding case works of non-legacy clothing fully demonstrated the ingenious integration of non-legacy traditional skills and creative fashion, and led the audience to witness the contemporary value of traditional culture. In the interview, many non-genetic inheritors mentioned that the intangible cultural heritage can be displayed in a "practical and beautiful" way. Incorporating into the atmosphere of the times and entering daily life, intangible charm can be perceived and skills can be passed down from generation to generation. "Although the legacy comes from the past, it can still be integrated into modern life." Chen Mei, the brand holder of Plum Liuxiang, believes that,Intangible skills come from the lives of our ancestors. "We are engaged in this work, first of all, to explore the traditional crafts handed down by our ancestors, and how to better optimize and integrate them into life." Chen Mei applied soil dyeing to clothing, silk scarves, screens, furniture ornaments and other life scenes, which attracted the attention of several students from South China Normal University. Cai and Zhuang told reporters that they had traveled to Guizhou, Jiangxi and other places to learn about the inheritance, development and application of non-legacy in the local area. "In Guizhou, we learned that the application of non-legacy elements in cultural creation and clothing can bring economic benefits to local people. But they may need to be discovered and understood by more people, and we also help them expand their influence through the communication theory we have learned and some new media methods we have mastered. " The picture shows the scene of the event. In the eyes of young students, young people are very interested in traditional culture, and social networks just build a bridge between them. "Intangible heritage is a very regional thing. If you don’t know enough about local culture, it will be difficult to resonate and identify with those products. Therefore, we will work with the inheritor teacher to let everyone know the cultural story behind the exquisite products containing intangible elements through social networks. " Big coffee talks about cross-border thinking brand expansion. "Intangible heritage is the most temperature-sensitive cultural resource." At the theme forum of "2023 Intangible Cultural Heritage Brand Conference", Xiang Yong, a professor and doctoral supervisor of Peking University Art Institute and president of Peking University Cultural Industry Research Institute, said that there are many innovative paths for digital technology empowerment."Digital technology empowerment can improve production efficiency, reorganize production processes, build better production relations, and then meet more diversified consumption". At the forum, many experts, scholars, inheritors and people in the industry conducted extensive and in-depth discussions on brand building, value expression, market cultivation, innovation practice and other aspects in combination with many topics such as innovation, brand cultivation and development, market communication and promotion, and youth vocational education, so as to help the development of non-legacy brands with cross-border thinking. Form a powerful "intangible consumer brand" "brand is the ultimate expression of intangible value, because establishing a brand means that intangible value has been widely recognized, culturally recognized and qualitatively recognized, which is the goal that every intangible brand should strive to achieve." Sultan, deputy director of China Arts and Crafts Museum and China Intangible Cultural Heritage Museum, said that the construction of intangible brands includes two dimensions, namely "cultural brand" and "consumer brand". "There are many classic cases in the construction of intangible brands, such as Deyun Society and Tongrentang, who have achieved a gorgeous turn and integrated into the current society". To form a powerful "intangible consumer brand", we should consider the excavation of traditional symbols, the interpretation of historical value and the combination with the spirit of the times. "Live and rise" is the direction of development. When it comes to the infiltration of intangible heritage into a better life, Professor Huang Yonglin, director of the National Cultural Industry Research Center of Huazhong Normal University, believes that traditional craft projects should be combined with modern life. "Originally, traditional craft projects came from the lives of working people.Life from the public must return to the life of the public. Only by returning to the daily life of the public and becoming a consumer product that we can see and use can it be passed down. We must be more grounded, more aura, and more lively fireworks, so that our traditional crafts can really live. " Professor Huang said: "Being alive and rising is our future development direction. Traditional crafts must also be combined with modern science and technology. It is necessary to use modern new media platforms to understand the trends that young people care about and make young people more interested in our traditional crafts, so that it is possible to truly achieve the effect of’ tide up’. " "Tradition" is enough to make people love the national intangible representative project (Beijing Mianrenlang). Lang Jiazi, the third-generation inheritor, talked about the feelings of non-genetic broadcasting from the perspective of young non-genetic inheritors. "I have been doing non-genetic broadcasting from the media and new media since I graduated from college. In this process, I can feel that the audience’s attitude towards tradition is changing quietly. In recent years, the original tradition has attracted more and more attention after 00, 10 and 15-in their view,’ tradition’ is enough to make people love. " In his view, "non-genetic inheritors are full of motivation and pressure", "we need to keep learning, especially young inheritors, and need product forms that adapt to the market environment and more diversified non-legacy forms". Guangzhou charm fosters "non-legacy+"business innovation. The guests believe that,The living intangible heritage and the vibrant city complement each other, forming a unique charm and character of Guangzhou. In recent years, Guangzhou has continuously improved the level of systematic protection of intangible cultural heritage, made great efforts to promote the creative transformation and innovative development of intangible cultural heritage, and gradually embarked on the road of Guangzhou intangible cultural heritage protection with strong protection, orderly inheritance, well-regulated management and moderate integration. The development of intangible cultural heritage protection in Guangzhou is good, and new experiences with distinctive features such as activation and utilization, "intangible cultural heritage plus" and "five existences" are summarized. As early as 2016, the first blue book of intangible cultural heritage in Guangzhou, Guangzhou Intangible Cultural Heritage Protection and Development Report, had put forward the experience of "attaching importance to activation and utilization", which was at the forefront of the country at that time. At present, Guangzhou has launched the Guangzhou Intangible Heritage Activation and Utilization Project in an all-round way, adhering to the concept of creative transformation and innovative development, and carrying out the transformation and application of traditional patterns of Cantonese embroidery, innovative utilization of leftover materials of Cantonese furniture, and the activation of Chebei Dragon Boat (one museum, one festival, one drama, one song, one video, one project, one movie and one animation). The picture shows the scene of the event, especially the development of non-legacy cultural and creative products. For example, Zhao Weibin, the inheritor of guangdong lion, founded the Nanguo Lion Dance Series Cultural and Creative Products and developed more than 200 lion dance cultural and creative products such as ornaments, toys, scarves and cups and saucers. Tan Guanghui, the inheritor of Guangcai, developed a series of teapots and teacups with modern aesthetics, while Zhai Huiling and Zhou Chengjie developed Guangcai furniture and Guangcai wedding appliances.Zeng Xianpeng, the inheritor of Guangzhou olive carving, has developed various daily necessities such as USB flash drive, earrings, necklaces, bookmarks, soaps and aromatherapy. Inheritance of Cantonese hardwood furniture manufacturing skills People have developed creative products such as miniature wicker doors, mortise and tenon toys, wood carving saucers, etc. Yang Zhifeng, the inheritor of Guangzhou enamel making skills, and Shao Chengcun, the inheritor of gray plastic, jointly developed the hanging picture of gray plastic enamel, and Yang Chengshen, the inheritor of the new generation, developed a series of enamel jewelry. At present, Guangzhou is rapidly promoting the integrated development of "non-legacy+industries", such as fashion, education, tourism, leisure, performing arts, movies, transportation, science and technology, games and new media, so as to fully play the role of non-legacy services in daily life.

Author Wang Yi

Produce a digital newspaper

When people think of Huawei, most of the labels they think of are made in China, chips, HarmonyOS, Huawei Cloud and so on.

Since its establishment in 1987, it entered the Fortune Global 500 for the first time with the ranking of 397th in 2010, becoming the only Fortune Global 500 company that has not been listed. By 2021, it has become the 44th Fortune Global 500 company and a giant that has been admired by China and even the world. The rapid rise of Huawei has attracted worldwide attention.

From the standpoint of reality, Huawei is indeed a successful enterprise. But when it was first established, it was just a small company in a dilapidated factory building in Shekou, Shenzhen, with a registered capital of only 21,000 yuan, and its main business was telecom equipment trade.

For more than 30 years, Huawei, like other enterprises, has been lost on the road of digital transformation; Different from other enterprises, in the current digital age, Huawei is no longer the enterprise that is struggling to walk on the road of digital transformation, but has turned into a "guide" on the road of digital transformation.

In 2018, Huawei followed the pace of the times and upgraded the company’s mission vision to "bring the digital world to everyone, every family and every organization, and build a smart world with the Internet of Everything".

Today, Huawei Cloud has become the second largest cloud service provider in China, and has become a solid base and assistant for the digital transformation of enterprises. From 20,000 yuan to trillions of market value, from a "second-hand trafficker" to a multinational giant, from a lost person on the road of digital transformation to a guide on the road of digital transformation, this role change is driven by Huawei’s own transformative power, and it is also a perfect answer sheet handed over under its digital transformation.

In the development of Huawei, digital transformation plays a very significant role in its important development period.

In essence, Huawei is a traditional enterprise. Unlike the BATZ Internet giant, Huawei itself has no genes of the Internet, and it has explored its own digital road step by step from traditional enterprises. Practice produces true knowledge, and the practical path of successful digital transformation is always much more useful than "digital experts" on paper. The experience of Huawei’s digital transformation is worth learning and learning from all enterprises.

So, how did Huawei put the digital transformation to the ground? What is the relationship between Huawei’s success and digital transformation?

First, informatization, the establishment of a fast runway

In 1987, Ren Zhengfei and five partners jointly invested 20,000 yuan to establish Huawei. During this period, Huawei mainly adopted the following strategy in product development strategy, first acting as an agent for products of Hong Kong companies, and then gradually evolved into a centralized strategy for independent product development. In the market competition strategy, we adopt the sales strategy of continuous development and production of a single product and encircling the city from the countryside, seize the market quickly through low-cost ways, expand the market share and expand the scale of the company.

1987-1997 was a period of strategic transformation for Huawei from "trade technology" to "technology industry and trade".

In 1991, Huawei began to design its own chips based on the demand of products. In 1992, it invested tens of millions of yuan in research and development. At the end of 1993, it successfully made the first chip, namely ASIC chip for C&C08 switch.

In 1994, Huawei successfully designed more than 30 chips. Among them, the most complex chip design accommodates more than 10 million transistors, and each chip can complete 32,000 telephone users’ non-blocking calls.

In this process, Huawei’s customers and businesses are all in China. With the increase of business volume, the management system can’t keep up with the development needs. So in 1992, Huawei began to develop its own management information system to replace the traditional manual business process, thus realizing local business automation.

At the same time, Huawei recognizes that introducing mature IT products and technologies to implement IT solutions can reduce investment risks and shorten the return period of investment. The complexITy of enterprise management software makes enterprises rely on their own strength to develop, which is very uneconomical in time, personnel and financial resources, so it is necessary to adopt the strategy of "introduction and management" to implement IT solutions.

So in 1994, when the local small application software independently developed by Huawei could no longer support the business, Huawei began to build the MRPII(Manufacture Resource Plan) system, that is, the manufacturing resource plan. It is a planning and control mode of production management, which is regarded as a standard management tool because of its remarkable benefits and is widely adopted by the world manufacturing industry.

Huawei finally chose the MRPII product of Oracle in the United States through software inspection and selection. Huawei is the first enterprise in China to adopt MRPII management mode, one or two years earlier than Lenovo. Lenovo’s MRPII system and OA system were built in 1996.

In 1995, Huawei OA system began to be built. At the end of the same year, Huawei introduced NOTES groupware system.

NOTES groupware system connects different users, especially users in different departments within the enterprise, through the network, thus improving the production efficiency. E-mail is a function of groupware, which encourages users to communicate and coordinate activities with each other. All users who enter the groupware system can communicate with each other in a timely and interactive manner, and transmit various messages, such as sound, graphics and video images.

In 1996, as the earliest user of ORACLE MRPII software in China, Huawei launched version R10.6, selected 13 core and basic functional modules, and realized "financial and business integration".

According to the independence of MRPII application system business, Huawei’s MRPII application system is divided into seven application environments: Huawei running environment (HW-CRP), Xinhua running environment (NHW-CRP), ring communication running environment (GT_CRP), Hong Kong Huawei running environment (HKHW-CRP), Huawei communication running environment (MBC-CRP) and Huawei testing environment (HW-CRP).

Huawei’s implementation of MRPII is very effective. At the initial stage of introduction, MRPII method has been applied in departmental business. For example, in the production planning management, according to the principle of MRPII, rolling backward and material demand analysis methods have been adopted, and good results have been achieved. The turnover rate of production inventory has increased from 2 to 3 times in the past year to 5 times.

With the comprehensive application and practice of MRPII timely production and process optimization, the production cycle of exchange equipment has been reduced from one month in the past to half a month.

In 1996, Huawei established the intranet and central database, and formed many new working methods on the basis of it. Advanced information technology makes Huawei’s operation more efficient. Employees and departments can communicate and exchange needed goods by visiting each other’s databases, web pages and bulletin boards.

It is more convenient to collect, archive and manage information, and it is very fast to retrieve and consult. The flow of information in an organization has become very rich, accurate and timely through the internal Internet.Convenient information collection and dissemination has improved Huawei’s organizational innovation and responsiveness, and the middle layer has been cut, which makes it possible to flatten the organization.

Through the first stage of information construction, Huawei’s business development bid farewell to inefficient manual work and established an information fast runway. The advantages of management informatization have laid the foundation for Huawei’s future electronic process management and full integration with IT.

Second, IPD went online and headed for "customer-centric"

In 1997, Huawei’s sales revenue was 4.1 billion yuan, ranking among the top 10 in China’s top 100 electronic companies, with more than 5,600 employees.

Some hidden problems are gradually exposed.

"When I first started my business, I was actually alone, and then some people kept coming in. There were no rules at all. For example, if I say, "How much salary do you get?", it’s settled. Of course, it will benefit some people and hurt some people. With the growing size of the company, it is necessary to draft a lot of documents to standardize the company, but I have no ability to draft documents. Personally, I am engaged in technical work in the army and have never been engaged in management work. However, we have to move forward, so we have drafted many documents, but we feel that these documents are not standardized, which is not conducive to Huawei’s growth into a big company. " Ren Zhengfei said.

In terms of R&D, Huawei didn’t have a mature R&D process and decision-making mechanism at that time, which led the marketing department to promise customers’ needs at random, and the R&D department was in a hurry to cope with it, and the products made were repeatedly revised. At one time, the company’s product version number was more than 1,000, which was chaotic in management and extremely inefficient.

One set of data is that Huawei invests 10% of its sales in product research and development every year, but the waste ratio of research and development expenses and product development cycle are more than twice the best level in the industry. Although Huawei’s sales have increased year after year, its gross profit margin has decreased year by year, and its per capita benefit is only 1/3 to 1/6 of that of Cisco and IBM.

Huawei awarded the "Golden Raspberry Award" to the R&D department and product line at the annual summary meeting of 10,000 people one year. Many products that were designed by R&D but not recognized by the market and directly turned into dead materials in the warehouse were sent to the R&D department leaders and product line directors in the form of "certificates".

At that time, many "innovative products" were blindly innovative from the source, and the product development process was to repeatedly do one thing at a low level, but it could not be done well at once. No matter the function, performance, product quality or product launch cycle, the developed products can not meet the requirements of customers. This has caused a lot of investment waste to the company, and the failed products have also greatly hit the R&D morale. Behind the seemingly prosperous, Huawei is beset with internal crises.

Obviously, the technology-centered approach can no longer be used, and it needs to be transformed into a customer-centered strategic positioning. How to make this increasingly large team achieve efficient cooperation is a difficult problem for Ren Zhengfei.

In 1998, Ren Zhengfei filled his pocket with $50,000 and embarked on a flight to the United States. This was later regarded as a great step for Huawei’s digitalization. In the United States, Ren Zhengfei found his own he is my brother-IBM. At that time, Louis Guo Shina had just completed drastic reforms and saved the huge IBM from the quagmire.

IBM’s path is obviously the template for Ren Zhengfei’s trip.At that time, Ren Zhengfei made up his mind that no matter how much time, money and energy he spent, Huawei should learn this set of things.

In the same year, on August 29th, 50 IBM consultants in suits and ties entered Huawei. Vowed to complete a series of major management reform projects within five years, such as integrated product development reform (IPD), integrated supply chain service reform (ISC), integrated financial service reform (IFS), and lead-to-return marketing reform (LTC).

Taking IPD as the breakthrough point, Huawei applied Product Data Management (PDM), which effectively integrated the company’s professional tools. Manage the final data generated by these tools, so that all product-related information and data can flow effectively throughout the company.

Practice has proved that through the introduction of IPD,On the one hand, the research and development cycle of Huawei products is shortened by half, and the failure rate is reduced by more than 95%; On the other hand, due to the full implementation of this standardized, digital and global asynchronous collaborative product development process and management system.

Third, create an "end-to-end" and globalize the layout of the delivery process

In 2002, shortly after the bursting of the Internet bubble, the global telecommunications market was in a state of decline. The domestic market share of Huawei’s mainstream products has exceeded 40%. For a customer, when choosing a supplier, one monopoly will not be allowed, because one monopoly is very unfavorable for risk prevention in the supply chain and business negotiations, and will be kidnapped by suppliers.

Therefore, Huawei’s growth in the traditional domestic market is weak.

The 2G wireless communication market that Huawei is eager to break through is firmly controlled by powerful international giants such as Ericsson and Nokia, and Huawei has encountered a "ceiling" of growth.

Although Huawei took the lead in developing 3G products among domestic manufacturers, due to various reasons such as shrinking investment, immature industrial chain and unclear 3G standards, domestic 3G licenses have been delayed. After waiting for 3 years, it was the listing of PHS.

This backward PHS wireless technology, with an average annual equipment market scale of about 20 billion yuan, has been built for four years. Together with the supporting mobile phone terminal market (about 20 billion yuan per year), it has expanded Huawei’s largest domestic competitors UT Starcom and ZTE, and they have used their profits to tackle 3G problems and promote overseas markets, and the gap with Huawei has gradually narrowed.

At the same time, important internal executives of Huawei "left" and took away more than 600 R&D backbones. Harbor Network Co., Ltd., which was formed by them, also entered the ranks of Huawei competitors.

In 2002, Huawei’s IPD management reform entered the deep water period, and the pain of reform intensified, but the financial results did not show. This year, Huawei experienced negative growth in history for the first time.

To make matters worse, at this time, Huawei had just occupied the beachhead position of "Asia, Africa and Latin America" in overseas markets, and international rival Cisco began to accuse Huawei of infringing its intellectual property rights in an attempt to stop Huawei’s overseas progress.

In front of Huawei, there is only one way to go, and that is to vigorously expand overseas markets.

Ren Zhengfei once admitted that if Huawei does not make its products cover the whole world as soon as possible, it will be a waste of investment and a loss of opportunities. He believes that we can’t wait until there is no problem before attacking, but we should be familiar with the market, win the market, and train and bring up cadres in the fight of overseas markets. If we can’t build an international team within three to five years, once the China market is saturated, Huawei will do nothing.

Since 2005, Huawei has sounded the charge for developed markets and strategic customers.

In this process, Huawei actively responded to the ISC reform and played a huge role in the face of the surge in overseas business and ensuring the large-scale and low-cost supply and delivery of overseas business. ISC reform extracts the common parts of supply chain processes into shared platforms, conducts centralized management, obtains cost advantages, standardizes digital platforms, and extends integrated supply chain processes to the whole world.

After three years’ efforts, the timely delivery rate of Huawei’s supply chain has increased from 20% at the beginning of management reform to 85%, and the processing efficiency of the supply chain has increased by 35%, ranking among the most efficient enterprises in the information and communication industry worldwide.

Therefore, international customers have full confidence in the quality and innovation of Huawei’s products, which has promoted Huawei to quickly open up a new situation in the international market, and enabled Huawei’s overseas business to quickly achieve a breakthrough in which more than 75% of its sales revenue came from overseas in 2008.

In 2009, Huawei became the second largest supplier in the field of communication in the world with an innovative record of annual sales of $30 billion.

There is a passage in the famous biographer Stefan Zweig’s masterpiece "When the Stars Shine": "A real moment with world historical significance, before a shining moment of human stars appears, there will inevitably be a long time passing away unnecessarily …"

The same is true of enterprise reform. Fortunately, when people talk about Huawei now, its IT architecture changes have made it a shining star.

Fourth, IT2.0 cloud strategy, enter the cloud computing

Walk from behind the scenes to the stage.

In 2010, in order to meet the challenge of global telecom demand becoming saturated and the arrival of big data wave, Huawei actively adjusted its product development strategy and focused on investing in strategic product areas such as 5G R&D and cloud computing. At the end of 2010, Huawei launched the "Yun Fan Plan" and officially announced its entry into cloud computing.

However, after more than 20 years of development, Huawei’s product research and development has moved from following imitation to international advanced, and from international advanced to global leading. It is an essential change of the innovation model for enterprises to move from followers to leaders, which means that Huawei must explore the future direction by itself, instead of catching up with others quickly.

In addition, the business growth of Huawei operators is slow, and the business scale of enterprises is small.

As a result, Huawei has placed strategic growth opportunities in the consumer business represented by smart phones. In order to promote the growth of consumer business, Huawei formally established three BG consumer businesses: operators, enterprises and consumers in 2011, and released the strategy of "cloud management".

At the same time, Huawei set up the 2012 laboratory to conduct basic original research, set up R&D centers in many countries and cities with intensive technical talents around the world, and recruited cutting-edge scientists, mathematicians and aestheticians in various fields around the world.

In the following years, Huawei launched a series of products and solutions based on cloud computing, and its servers, storage and distributed cloud data centers have accumulated a lot of user bases. The data shows that at present, Huawei has built more than 400 data centers around the world, including 120 cloud data centers.

However, at that time, Huawei’s role in the cloud computing market has always been a solution provider and belongs to the "behind-the-scenes hero".

But this situation changed soon.

On April 17, 2018, at the 15th Global Analyst Conference with the theme of "Building a Smart World with the Internet of Everything" held in Shenzhen. Focusing on ICT infrastructure and intelligent terminals, Huawei is determined to be a pioneer in the intelligent world, fully introducing artificial intelligence technology, enhancing the competitiveness of product solutions from all levels of cloud, management and end, and providing customers with a better experience. Xu Zhijun finally mentioned that at this Huawei Connect conference, Huawei will officially release a full-stack, full-scenario artificial intelligence solution.

At this point, Huawei officially stepped forward and entered the dispute with China’s cloud computing.

According to the data recently released by IDC, the public cloud market of China’s big data platform will reach 3.37 billion yuan in 2021, with Alibaba Cloud, Amazon Cloud Technology and Huawei Cloud among the top three.

Huawei’s digital transformation is a typical example of China manufacturing rushing to China to create.

After more than 30 years of hard work, Huawei started with digital management and built a management system dominated by process optimization, constantly optimizing non-value-added processes and value-added processes. Based on this,It has realized the transformation from communication to intelligent terminals, to cloud computing, smart cars and other industrial chains. It is the first batch of enterprises in China to complete digitalization, and it is also a model for most enterprises in China to carry out digital transformation management system.