1. Process positioning: customer-centric, focusing on value creation
- Huawei regards process as the core of its management system, and has established a customer-centric, survival-oriented value creation system that is "inanimate or not dependent on people", which is a mechanism that "counters uncertainty with definite rules".
- If the enterprise puts the process on the wrong management elements, then the process will not only not add value to the business, but will drag the enterprise "back".
- Only by clearly grasping the positioning of the process can we make good use of the process and give full play to the value of the process. So how do we identify the value depression of the process and empower and add value to the business? Huawei's value proposition on the process is worth learning from.
2. Process planning: the backbone is stable and the end is flexible
- Those who do not seek eternity are not enough to seek a moment; Those who do not seek the overall situation are not enough to seek a domain. Process planning is the "strategy" to build the best practices of the enterprise, and a good plan is half the success. The essence of process planning is to solve the problems of why, what and how to do the process, and it is the foundation of process construction, implementation, operation and optimization.
- Process planning is based on the systematic layout of the business. Enterprises that lack process planning are often in a passive situation in process construction: headaches and foot pains are often used to build processes in a patched way.
- Unlike many enterprises, Huawei has built a process system with a stable backbone and flexible ends, and has built a world-leading process-based operation system through continuous optimization and improvement of the process architecture. The systematic integration of supervision, internal control, compliance, informatization and digitalization on the process-based operation system is worthy of reference by other enterprises.
3. Process construction: Align with the customer's value chain to build business processes
- Whether an enterprise can create value for customers and how much value it can create for customers depends on what kind of ability the enterprise has, and the essence of process construction is to enhance the ability of the enterprise to create value.
- In order to establish long-term stability and continuously create value for customers, we must be customer-oriented and customer-centric. Only by keeping the executive level in line with customers, focusing on customer value, and taking customer needs as the main line, can the company's process system reflect customer-centricity from the inside out.
- Huawei's customer-centric process operation system integrates the customer-centric business philosophy and thinking into end-to-end process execution, connecting services, matching capabilities, and connecting organizations. Regardless of the process touchpoint, customers can deeply perceive the "customer-centric" quality experience.
Fourth, the process of implementation: "the army advances, the waves sweep the sand"
- Many enterprises believe that as long as the process construction is completed, the release of the process document represents the promotion and implementation of the process. As everyone knows, the release of the process does not mean that the process is implemented. Even if the process is well established, the implementation of the process is essential.
- The lack of implementation is often the main reason why the results of process construction cannot be implemented. How should the process be implemented?
- Huawei has adopted the implementation model of "marching forward with a large army and sweeping the sand with big waves", which is worthy of reference for enterprises.
5. Process operation: "deep beach, low weir" makes the process run at high speed
- How to quickly respond to customer needs in the process of process operation? How can the front-end of the enterprise get fast support from the back-end? This is a difficult point for many enterprises to face in their business operations.
- Many companies want to win in the process of operation, but they are worried about losing control. Therefore, most enterprises choose to prioritize the latter, setting up multiple barriers in the process to control process risks. This approach inevitably reduces the operational efficiency of the process and reduces the agility of customer service.
- The management philosophy of "deep Taotan, low weir" is also integrated into Huawei's process operations, and "deep Taotan" is to continuously tap internal potential and form an efficient process mechanism with agile response at the front end and rapid response at the back end. "Low weir" means to control corruption, reduce costs, and effectively control risks. It not only gives full play to the full authorization of "let people who can hear the sound of artillery call for artillery fire", but also ensures that the "artillery fire" resources are not wasted, which is worthy of reference by enterprises.
6. Process optimization: increase land fertility and produce more food
- Huawei has been using the turtle spirit for 25 years, and has gradually planned process management reform and optimization every year.
- In Huawei's view, it is necessary to improve customer experience, enhance customer satisfaction, continue to create value for customers, and achieve business goals.
- Insisting on the planning of process management reform and optimization is the only way to establish a "customer-centric, survival-based lifeless management system", increase land fertility and produce more food.
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