The tide of the Internet is surging, and domestic competition is becoming increasingly fierce and inward. More and more Internet companies choose to go international and look for opportunities on the larger stage of the global market. It has become the consensus of many overseas practitioners to seize the technological dividend and benefit the globalization of enterprises.
In order to help more CTO leaders have a more professional international vision and a strategic thinking that leads the overall situation. Recently, HUAWEI CLOUD and Weishang Information Technology Research Institute jointly created the fifth phase of the Chinese Enterprises Going Overseas Leadership Class with the theme of "Lingyun Going to the Sea to Win Thousands of Miles" kicked off at Huawei Bantian Base. 29 well-known Internet industry CTOs and world-class The scientific and technological innovation mentors gathered together to find the technical force behind outstanding technology companies, empower CTO business scene innovation, and help companies innovate and upgrade.
HUAWEI CLOUD Helps Enterprises Go Global and Unlock Global Business Opportunities
At the opening session, the two mentors made a speech on the event.
Zhao Yanyan, Vice President of Huawei Cloud Global Sales Department
Zhao Yanyan, Vice President of HUAWEI CLOUD Global Sales Department , delivered a welcome speech and introduced HUAWEI CLOUD global solutions. Accumulation of technology and talents. During the whole process of going overseas, HUAWEI CLOUD, like other enterprises, also faced challenges in four aspects: security compliance, global business platform, localization and comprehensive ecology. In order to solve the above problems, HUAWEI CLOUD was established Established a security product department, established a data center node, and helped local partners grow their business."
Liu Fuqiang, Dean of Weishang Information Technology Research Institute, Founder and CEO of msup
Liu Fuqiang, dean of Weishang Information Technology Research Institute , as the head teacher of this pilot flight, said that with the arrival of the new era, software, organization, and management models are all being restructured. It is hoped that this event can help more CTOs to build a technology strategy core capability system from the dimensions of technology, culture, business, management, and talents, and work together with Huawei Cloud to explore the successful paradigm of Chinese companies going overseas.
Discuss and collide with overseas practice to build a future-oriented index organization
The event focused on sustainable and scalable technology management, Huawei's evolution strategy for effective business growth, and digital-native business model innovation. The CTOs discussed and collided with each other on the difficulties and pain points of going overseas, and everyone expressed that they benefited a lot. At the same time, the group PK session further strengthened the learning, communication, and mutual learning among the groups, helping more organizations implement technical strategies and achieve business growth.
Zhu Yatian, former vice president of Meituan Technology
What is sustainable and scalable technology management? Former vice president of Meituan and head of cloud computing, Zhu Yatian mentioned two English abbreviations: SOP+POC .
What are SOPs? It is the acronym for Strategy, Operation and Product.
- Strategy
The ultimate goal of technology is to support business strategies and create value for the company. In today's ever-changing environment, a technology leader (CTO) must understand business and business strategy in order to do a good job in technology strategy. The most basic strategy is to answer whether we want to do a new thing and when to do it.
- Operation
It is the dismantling, implementation, and review of the strategy. For example, annual planning sets goals, and then tracks and adjusts goals through regular meetings of different cycles, such as weekly WBR (weekly business review meeting), MBR (monthly business review meeting), QBR (quarterly business review meeting) ), during the implementation process, track the implementation of each business section and make timely adjustments.
- Product
Going back to the essence of the product, a good product requires technical, operational and business thinking. There is a method called the reverse work method (Work backwards), which is to start from the customer, everything is customer-centric, and the first step is to think about who the customer is. When the starting point changes, everything changes, and there are very few design works that product designers are proud of.
What are POCs? It is the acronym for People, Organization, and Culture.
To put it simply, it is to make efforts from the aspects of personnel, organization, and culture to carry out a comprehensive upgrade of the organization. Including talent identification, talent training, and talent incentives; the organization must be able to match the strategy. If the organization cannot support the implementation of the strategy, then the organization will be ineffective; the management of a large technical team requires a strong corporate culture in addition to the system process. It is like blood, flowing in every capillary of the enterprise.
Wang Taiwen, senior lecturer at Huawei University
In the final analysis, business operation is the design of a profit-driven mechanism, and Huawei has achieved the ultimate in this regard. Wang Taiwen, a senior lecturer at Huawei University, shared Huawei's four core values (customer-centric; striver-oriented; long-term hard work; persistent self-criticism), which are not only the bottom-level logic of Huawei's operations, but also represent the entire profit-driven mechanism. Behind all of this are Huawei's underlying assumptions about human nature, organizations, and external ecology.
- selfish assumption of human nature
Huawei has established the core values of "struggle-oriented" and encourages everyone to learn from Lei Feng, but never let Lei Feng suffer. In addition, in Huawei's cadre selection mechanism, priority is given to performance and ability, values and morality. Therefore, Huawei has designed a model that achieves self-interest through altruism, and the interests of the organization's value, customer's value, and personal value are well formed into a community.
- "Survival of the Frightened"
Traditional human resource management emphasizes "selection, training, employment, and retention," but Huawei's talent management policy is "selection, employment, transfer, education, stimulation, and management." Huawei emphasizes "flow" - not only within the company, but also globally. The premise of this is that the enterprise builds its capabilities on the organization.
- Create Dissipative Systems
The sense of security of an enterprise does not come from the money in the account, but from the ability of the team to continue to make food. Ren Zhengfei once said that talents are not the most important thing, but the ability to attract and retain talents is the most important. What Huawei has been doing in the past few decades is to dissipate the money it earns on building and improving organizational capabilities, so that it is possible to agree to employees' early retirement applications while maintaining the organization's metabolism.
- Build a high-speed rail model
Huawei has always been customer-centered, striver-oriented, long-term hard work, and self-criticism—this is the bottom-level logic of Huawei’s operations, and it also represents the design of its entire profit-driven mechanism, including value evaluation, value distribution, Value Creation. All of Huawei's system/mechanism design, whether it is material distribution such as wages, bonuses, stocks, and allowances, or non-material distribution such as honors and commendations, or cadre selection, cadre training, and cadre elimination, everything is based on these four sentences talk.
Rui Bin, former Chief Strategy Officer of Huawei Terminal
Rui Bin, the former Chief Strategy Officer of Huawei Terminal , combined with the successful transformation of Huawei Terminal from the perspective of the industry, shared how digital native enterprises bring business model innovation, deeply analyzed the history of Huawei's strategic development, and reviewed Huawei's transformation from a specialized enterprise to a professional enterprise. Diversified enterprises, platform enterprises, and the process of gradually evolving into ecological enterprises, and explained Huawei's classic BLM model, five-look, three-fix and other benchmarking tools.
Huawei's growth strategy can be summed up in four steps: strategic insight → formulation → decoding → implementation, monitoring, and evaluation. Strategic insight is to look at five things: look at the environment, look at customers, look at partners, look at opponents, and look at yourself. The purpose is to find strategic opportunities/opportunity windows. The formation of strategy consists of three determinations: setting goals, setting strategies, and setting control points.
One day with classmates, open, free, and borderless Social, I hope that CTOs can quickly expand their cognitive boundaries while getting acquainted with big names in the industry, and promote Chinese companies to truly go overseas and achieve business growth. In the face of Chinese enterprises going overseas, HUAWEI CLOUD has provided a global one-stop, consistent experience in the four major areas of security compliance, application acceleration, intelligent localization, and enterprise services for companies in industries such as games, e-commerce, social entertainment, and finance. The cloud service helps enterprises develop the global market at full speed.
Facing the future, HUAWEI CLOUD will also continue to deepen the application of science and technology, ride the wind and waves together with industry partners, and help more Chinese enterprises to go overseas without worry, grow steadily, and develop globally, and work together to go further and more steadily in the new era of technological navigation.
Lingyun goes out to sea and wins thousands of miles
Chinese Enterprises Going Overseas Leadership Class
2023 is about to start!
