On the last day of 2020, Huawei released Ren Zhengfei’s speech at the enterprise business and cloud business briefing on November 4.This speech is by email[2020]Document No. 146 was issued by Ren Zhengfei. I also added a note by the way. I don’t know who wrote this note, at least it’s at the level of the rotating chairman, but it’s a bit bold.
The saying goes: “A hundred flowers bloom, a hundred schools of thought contend, and Mr. Ren belongs to a family that he doesn’t quite understand. After a long period of research and interviews, he put forward some superficial views and threw out a ‘rough brick’ for discussion, criticism and reference.”
Don’t try to understand HUAWEI CLOUD through this speech, because Huawei doesn’t understand it. Or to understand Ren Zhengfei’s management thinking, it is worth reading several times.
Ren Zhengfei believes that HUAWEI CLOUD still provides services to customers in the end, and products and services are the foundation. Don’t force a bunch of “potatoes” on others, and “customer-centricity” is still the essence of the problem.
If you can’t get things done, don’t keep tossing the organization, don’t think that a tossing is enough. The key to whether an organization can be unified or not depends on winning battles.
The chief administrative officer should not interfere in technical decision-making. The lowest-level technical structure needs experts, and should not be replaced at every turn.
Eco! Ecology, still ecology! To focus on the construction of the application ecosystem, we must build a big ecosystem like Amazon. Without applications, HUAWEI CLOUD may die.
Ren Zhengfei finally emphasized that the first is to shrink the combat surface; the second is to seriously understand the combat model. It is necessary to be able to clearly explain the strategic policy of combat, and to figure out what “boats” and “bridges” to rely on to cross the river.
This speech was sent out, and there were a lot of comments from the Xinsheng community.
Ren Zhengfei’s speech at the enterprise business and cloud business briefing
November 4, 2020
1. Correctly understand and position cloud priority. Internally, we prefer to use the cloud to provide customers with IT basic platform services. Externally, customers are eager to choose HUAWEI cloud services.
We are talking about cloud first, not that all areas of Huawei are cloud-first, but only in the IT field. The following points should be prioritized: 1. When computing power and distributed storage (excluding enterprise storage) requirements for customers, Huawei should be Cloud first; that is, when customers have needs for servers, distributed storage, virtualization, and private clouds, they should guide cloud services first; 2. Hybrid cloud should be given priority to the business model of cloud services; 3. The base of industry solutions Priority should be given to HUAWEI CLOUD.
Of course, we expect to provide services to customers with HUAWEI CLOUD first, but customers may not choose us. Only when the cloud services provided by HUAWEI CLOUD are the best, will customers choose us first. Of course, the foundation of a good cloud service is that the Huawei cloud platform must do well. It’s not that the technical support staff did not let customers understand what our cloud services are, and they stuffed people with a bunch of “potatoes”; or there were too many “potatoes”, and some of them were useless. We guide customers to digitize, and first guide them to use the cloud services provided by HUAWEI CLOUD. Our values and purposes have not been well reflected in customer interests and our cloud services, and we have to work hard. Our goal is to let customers use Huawei’s cloud services as easily as they use electricity. We must concentrate our superior forces on our HUAWEI CLOUD platform and the cloud services it provides. The problem we have now is one service capability, multiple responsibility centers, and fragmented power. HUAWEI CLOUD must first build its core competitiveness based on basic capabilities such as ultimate cost-effectiveness, availability, and data security; at the same time, it needs to build an enabling layer for the industries and scenarios it focuses on, build a cloud ecosystem, and build a competitive market. customer capability.
It has become a trend for governments and enterprises to go to the cloud, especially the applications of small and medium-sized enterprises, non-sensitive data applications of large enterprises, and new innovative application scenarios of government and enterprises will be more and more carried on the public cloud; on the other hand, many The core data and core business of government enterprises still need to be carried on self-built data centers or dedicated clouds. Self-built data centers will also move from simple virtualization to cloud architecture, which is generally maintained by customers themselves. These customers also require high-level service capabilities of public clouds, which requires our HUAWEI CLOUD hybrid cloud solution. Dedicated cloud is still essentially a public cloud. It is a public cloud built for specific customers. Amazon has built a GovCloud government cloud, which only serves the US government and is maintained by Amazon. Therefore, public cloud, dedicated cloud and hybrid cloud, and even non-Huawei private cloud will coexist for a long time to meet the different needs of customers. Therefore, the final structure of HUAWEI CLOUD solution is: a set of technical architecture that supports public cloud, exclusive cloud, hybrid cloud and other business forms; two transaction models, one is a hybrid of selling to customers, property rights belong to customers, and customers maintain themselves Cloud, the second is the public cloud (including exclusive cloud) whose property rights belong to Huawei, is maintained by Huawei, and customers subscribe to cloud services; three deployment methods, one is deployed in the customer’s data center and is operated and maintained separately from the public cloud. Private deployment, two It is deployed in the data center built by Huawei and operated and maintained by Huawei; the third is deployed in the customer data center, as an extension of the public cloud, operated and maintained by Huawei.
Huawei provides customers with three product forms: public cloud, hybrid cloud, and “server + virtualization software”. Public cloud and hybrid cloud should adhere to isomorphism of hardware and unified software architecture; public cloud and hybrid cloud should make good customer choices, and do not try to meet the needs of all customers. Based on “server + virtualization software”, it cooperates with partners to meet the needs of a variety of government and enterprise self-built data centers and IT/OT systems.
To build a leading ICT infrastructure, Huawei must achieve success in connection, computing and enterprise storage, and HUAWEI CLOUD. While continuing to strengthen connections, strengthen the construction of software capabilities, build a good HUAWEI cloud platform and cloud ecosystem, and lead customers in industry scenarios suitable for cloud adoption to prioritize HUAWEI CLOUD, making it the first choice for government and enterprise public clouds. Through the customer’s access to HUAWEI CLOUD, Huawei’s platform is forced to improve. We will organically integrate connectivity, computing, enterprise storage, and HUAWEI CLOUD to build industry “intelligent bodies” oriented to the industry scenarios we focus on, and help intelligent upgrades.
The internal unified organization is drawn by winning battles, and in the process of winning battles, the formations are constantly formed. Starting from a small switch, starting from transmission, starting from 2G wireless network, starting from a simple router… All of them are drawn by victory. Why is Shino’s team so sturdy? It was because they followed President Lin to win battles all the time. From the Northeast to Hainan Island, and from Hainan Island to North Korea… They always trust Mr. Lin, and all are unified in Mr. Lin’s will. Lin Biao did not do much ideological work and preaching, but taught by words and deeds. For the organizational optimization of HUAWEI CLOUD business, can we start from the point and sum up experience from victory? We can’t simply take the same path as Ali, Amazon, etc. We don’t have that much money, and they have an endless supply of money from the US stock market. How we develop, we must find a way, not simply imitate.
HUAWEI CLOUD is not the leading edge of our traditional hardware equipment, developing and selling products, but a change in Huawei’s customer-oriented business model, that is, from selling products to selling cloud services. It is necessary to build the ability to sell cloud services and support the operation and maintenance capabilities of providing cloud services to customers. While learning from Amazon and Microsoft, we must also use our 30-year network accumulation as a unique advantage in the cloud service market, create more space, and build differentiated features.
Second, we need to study what elements the leading HUAWEI CLOUD consists of, and which core particles are advanced to form the competitiveness of these elements.
Can we build a future-oriented world-leading architecture like storage products? What key short boards, new media, new algorithms, new architectures and even new theories need to be broken through? Scientists, experts, engineers are free to research ahead and find solutions. For example, whether there are new advanced software architectures, new tools and methods, new computing power architectures, new orchestration algorithms, artificial intelligence algorithms, etc. In algorithm, computing power, core network, Hongmeng, Kunpeng ecology, advanced software architecture/methods and tools and scientific normalization of tools, code warehouse unification and optimization…, and the application of artificial intelligence in the optimization of our network platform, Make these particles well, in order to form the “black soil” of agglomerate structure. Then the operating system that connects these particles is also done well, so that customers can develop on it. We need to focus on key customer needs, make good use of Huawei’s own typical needs of internal IT, terminal cloud, and GTS cloud, and cultivate a group of teams that understand the needs of government and enterprises for HUAWEI CLOUD in battle and practice; Then some people go deeper to understand what kind of “black soil” is needed for the cloud that supports the growth of all things, and what conditions should the “black soil” have in order for all things to grow. The term “black soil” was invented by Xu Zhijun, and he should explain it.
The technical architecture must be sustainable, the iteration of the expert team’s decision-making system must be scientific and stable, and the chief executive should not interfere in technical decision-making. The software architecture is not achieved overnight, it is the development of continuous optimization. Our company’s software is good, but to enter the field of direct competition and surpass the opponent, we need continuous reform. Our hybrid cloud technology architecture has gone through several iterations over the past decade, resulting in wasted time.
The bottom-level technical architecture is the core and requires experts. The openness, scalability, stability, durability, security, and efficiency of the underlying architecture determine the development potential and R&D efficiency of subsequent software. The team of senior experts is small but skilled, and things are less clear, which is conducive to calm thinking. They must have long-term and stable responsibilities, and do not change people hastily.
3. In the future, all applications will grow on the cloud land, but it is not yet. How to build a “black land” is our task and should be done step by step.
After years of hard work, HUAWEI CLOUD has launched more than 200 services, developed more than 1.5 million developers and nearly 20,000 partners, and has begun to take shape, laying the foundation for greater development. What we are discussing now is how to seize the opportunity of digitization of government and enterprises, achieve better development in both the Internet and government and enterprises, and reach the world’s leading position.
First of all, we must make sure that our HUAWEI CLOUD platform is basically available, and years of hard work have not been in vain. What we are discussing now is how to progress in a high-speed society in new scenarios (5G, 800G, artificial intelligence…), and whether there is a chance to reach the world’s advanced, or even lead. Traditional Internet companies have difficulties in government and enterprise scenarios. Under the new situation, we have opportunities. Where is the breakthrough point?
In the new year, we will increase talent investment in software architecture, methods and tools. Dare to introduce great architects and outstanding talents from global software competitions, and strive to cultivate architects at all levels and levels from our team, promote them in time according to their abilities and contributions, and match their rank and salary in time. Cloud platforms and cloud ecosystems should learn from advanced companies, not simply imitate them. Efforts to increase the power of optimization in the platform architecture. We are a traditional hardware-advanced company, and there is no example in the world of transforming into a software-advanced company. Our difficulties are conceivable. How to build the “black land” that customers like, how to make the ecosystem of partners flourish, and how to ensure that the software can take root and avoid the risk of being cut off.
4. For our company, HUAWEI CLOUD is not only a product provider, but also an operation platform. Quality and agile operational capabilities are key elements.
The pooling of hardware resources, the distribution of software, the agile automation and intelligence of operation and maintenance, the diversity of services… Are we learning from Amazon or from Microsoft? I think we should all learn. To provide cloud services to industry customers, we should follow the path of Microsoft, give priority to the path of serving large industries and large enterprises, focus on cultivating several key industries, and create “black land”. We have been working in enterprise business for many years, and we have a large enterprise sales and service team. With a certain foundation, we cooperate with ecological partners such as customers, industry-leading application developers and system integrators to carry out joint innovation, and accumulate and accumulate key knowledge assets in the industry. Don’t throw away such good experience, do two or three industries every year, and eventually reach a few or a dozen industries in a few years, which is incredible! It is through joint innovation with customers that Microsoft continues to build a competitive advantage. We will establish a joint innovation laboratory with key customers, and extract some promising and large-scale particles to form a “corps” with all elements, all businesses, and all organizations, with independent combat capabilities and powers. We also need to learn from Amazon and do IAAS and PAAS well. We have a foundation. With the knowledge, capabilities, and experience we have accumulated over the years, it is possible to make the cloud infrastructure platform well known as the “black land”, and maximize the advantages of connection + computing. We focus on one or two industries, understand its empirical models and algorithms, and effectively build leading capabilities in the industry. Let customers accept us. For example, Oracle has occupied most of the global market with one database. Do what you do and do not do, focus on customer success, don’t fight insiders or outsiders.
Fifth, we go all out to focus on the construction of the application ecology, and build a big ecology like Amazon. Without applications, HUAWEI CLOUD may die.
Mobile Internet applications, enterprise applications, government applications, coal mining applications, airport applications, safety applications, GTS applications, and company internal IT applications are all opportunities for our ecological development. The good development of the terminal cloud has set an example for us, and the brothers of the South Research Institute have reproduced their heroic qualities. At present, the management of the invocation interface of ecological partners is a relatively prominent problem, and it is also the core bottleneck of the development of ecological business. We currently have insufficient management awareness, process and organizational guarantee. We must establish an excellent structure to simplify internal consumption, and we must achieve agile and high-quality services. We insist on creating value for customers and agile service for customers. Make good use of the typical requirements of Huawei’s own internal IT, terminal cloud, and GTS cloud, serve internal customers, and cultivate a group of teams that understand the needs of government and enterprises for cloud. Now the internal customer experience needs to be enhanced, don’t waste the value of the demand.
Alibaba Cloud, Tencent Cloud, and AWS have launched more and more software and hardware integration devices. Huawei’s advantage lies in hardware. We must strengthen the software and application ecology, and we should not give up the advantages that hardware brings to Huawei Cloud. Preserve the stability and high efficiency of the underlying architecture, give full play to the comprehensive advantages of connection + computing, continue to iteratively optimize the I (IAAS) layer architecture, and lead to further innovations in cloud scenarios such as computing, storage, and network I layers.
6. The relationship between cloud BG and EBG: “combat integration, capability specialization”, enterprise business and cloud and computing business should optimize front-line operations and organizations according to this principle, improve front-line efficiency, and ultimately form a scenario-based synthetic operation .
In order to support the commercial success of the cloud and computing industry and strengthen the building of professional capabilities, it is necessary to clearly understand several industries, go deep into it, and be the organization that understands them best and serves them best in the world. They will give priority to our HUAWEI CLOUD. Our mission. The company has made relatively large organizational adjustments from the agency to the front line. After more than half a year of operation and practice, the new organizational structure has promoted the input of front-line resources and improved the professional capabilities of industrial ecology and other aspects. However, there are also the following problems: First, the cloud and computing BG should focus on the construction of Huawei’s cloud platform, the construction of the industrial ecology, and the expansion of the industrial space. As a unified customer interface, EBG should be closer to customers, fully understand customer needs, and strongly promote professional departments to create competitive solutions. At present, some representative offices on the front line are too specialized in division of labor, with more interfaces, more cadres, and more reports, but fewer people actually work. Second, as resource input has increased, operational efficiency has decreased. The third is that the cost of internal communication is high. “There is no benefit after the front line is divided into two organizations, but the two organizations will increase the cost of communication.” Frequent meetings on both sides are not as efficient as they used to be.” Fourth, the strict organizational hierarchy and departmental walls have led to a too-fine division of labor. The “railway police” each manages a section, but customers are uncomfortable, and the forces that should be united to serve customers are involuted.
More importantly, our current IT architecture is built around the organizational structure, which means that the more fragmented the organization is, the more fragmented the IT will be. Now the combat processes of multiple BGs are different, and the IT systems are of course different, and even sales management can’t work.
These problems not only reduce the efficiency of internal operations, but also directly affect the satisfaction of customers and partners. We need to form a scenario-based synthetic operation on the front line, and “tanks”, “aircraft”, “cannons”, and “machine guns” should all be under unified command. It is recommended to optimize the organization of representative offices according to the principle of “combination of operations and specialization of capabilities”.
7. Enterprise business should focus on strategic priorities, continue to do subtraction, and insist on doing something and refraining from doing something.
First, in order to shrink the front line of corporate business, it must do something and refrain from doing it, and it cannot cover everything. The four industries that were originally identified should not increase and expand the combat area. If the strategy is scattered, there will be no combat effectiveness. Because we are a company with limited strength, we must do a good job in the projects that are determined to be done. We must seize one point, and promote the standardization of the echelon, and gradually move towards becoming thicker, more, and stronger. You have to seize the areas you can do, rush your troops to it, and do a solid job, and then you can really find a better solution than others.
Second, we must clearly emphasize that our team building is based on connections and based on HUAWEI CLOUD, but we must know the industry of the service target, know the Know-How of the service target, and then cooperate with others on the algorithm. What is the Industrial Internet? First of all, its essence should be industry, such as aviation, automobiles, transportation, steel, coal mines… . The second is connection. The industry of connection is most familiar to us. All Electronic engineering is for connection. The third is artificial intelligence, which is further divided into data, algorithms, computing power and Know-How. Data belongs to customers, and some algorithms are made in cooperation with partners; Know-How is the crystallization of theories and experiences left by industries and enterprises after decades of exploration and tens of millions of verifications and repeated modeling. The least familiar to us; the main part of what we can do is computing power. Therefore, we can only make a support platform – “black soil”, so as to support the personalized applications growing on it. We have to do what we can do, and don’t do it all over the world and do other people’s work. If we do it very crudely, and we can’t do it well, we will have no combat effectiveness and competitiveness in the end.
Third, the follow-up report will first discuss how to shrink the combat surface and secondly discuss the combat model. We must clearly state the strategic policy for combat, and we must talk about the “boats” and “bridges” that cross the river, and we must not “govern the enterprise with slogans.” Leaders must think structurally, and the responsibility of leaders is to clarify the direction and identify problems. For example, what is the growth structure of the department, and what is the structure of business growth? What are the things you must do well and to what extent? You have to watch the TV series “Deng Xiaoping at a Turning Point in History”. Deng Xiaoping made a few speeches at a critical historical moment, and the national strategy was turned around. Leaders should think about problems structurally, be able to see the main aspects of the main contradiction, and use a “knife” to stab them in, and they will be able to seize the market.
Reporting to: members of the board of directors, members of the board of supervisors
Main delivery: all employees
December 30, 2020
On the last day of 2020, Huawei released Ren Zhengfei’s speech at the enterprise business and cloud business briefing on November 4.This speech is by email[2020]Document No. 146 was issued by Ren Zhengfei. I also added a note by the way. I don’t know who wrote this note, at least it’s at the level of the rotating chairman, but it’s a bit bold.
The saying goes: “A hundred flowers bloom, a hundred schools of thought contend, and Mr. Ren belongs to a family that he doesn’t quite understand. After a long period of research and interviews, he put forward some superficial views and threw out a ‘rough brick’ for discussion, criticism and reference.”
Don’t try to understand HUAWEI CLOUD through this speech, because Huawei doesn’t understand it. Or to understand Ren Zhengfei’s management thinking, it is worth reading several times.
Ren Zhengfei believes that HUAWEI CLOUD still provides services to customers in the end, and products and services are the foundation. Don’t force a bunch of “potatoes” on others, and “customer-centricity” is still the essence of the problem.
If you can’t get things done, don’t keep tossing the organization, don’t think that a tossing is enough. The key to whether an organization can be unified or not depends on winning battles.
The chief administrative officer should not interfere in technical decision-making. The lowest-level technical structure needs experts, and should not be replaced at every turn.
Eco! Ecology, still ecology! To focus on the construction of the application ecosystem, we must build a big ecosystem like Amazon. Without applications, HUAWEI CLOUD may die.
Ren Zhengfei finally emphasized that the first is to shrink the combat surface; the second is to seriously understand the combat model. It is necessary to be able to clearly explain the strategic policy of combat, and to figure out what “boats” and “bridges” to rely on to cross the river.
This speech was sent out, and there were a lot of comments from the Xinsheng community.
Ren Zhengfei’s speech at the enterprise business and cloud business briefing
November 4, 2020
1. Correctly understand and position cloud priority. Internally, we prefer to use the cloud to provide customers with IT basic platform services. Externally, customers are eager to choose HUAWEI cloud services.
We are talking about cloud first, not that all areas of Huawei are cloud-first, but only in the IT field. The following points should be prioritized: 1. When computing power and distributed storage (excluding enterprise storage) requirements for customers, Huawei should be Cloud first; that is, when customers have needs for servers, distributed storage, virtualization, and private clouds, they should guide cloud services first; 2. Hybrid cloud should be given priority to the business model of cloud services; 3. The base of industry solutions Priority should be given to HUAWEI CLOUD.
Of course, we expect to provide services to customers with HUAWEI CLOUD first, but customers may not choose us. Only when the cloud services provided by HUAWEI CLOUD are the best, will customers choose us first. Of course, the foundation of a good cloud service is that the Huawei cloud platform must do well. It’s not that the technical support staff did not let customers understand what our cloud services are, and they stuffed people with a bunch of “potatoes”; or there were too many “potatoes”, and some of them were useless. We guide customers to digitize, and first guide them to use the cloud services provided by HUAWEI CLOUD. Our values and purposes have not been well reflected in customer interests and our cloud services, and we have to work hard. Our goal is to let customers use Huawei’s cloud services as easily as they use electricity. We must concentrate our superior forces on our HUAWEI CLOUD platform and the cloud services it provides. The problem we have now is one service capability, multiple responsibility centers, and fragmented power. HUAWEI CLOUD must first build its core competitiveness based on basic capabilities such as ultimate cost-effectiveness, availability, and data security; at the same time, it needs to build an enabling layer for the industries and scenarios it focuses on, build a cloud ecosystem, and build a competitive market. customer capability.
It has become a trend for governments and enterprises to go to the cloud, especially the applications of small and medium-sized enterprises, non-sensitive data applications of large enterprises, and new innovative application scenarios of government and enterprises will be more and more carried on the public cloud; on the other hand, many The core data and core business of government enterprises still need to be carried on self-built data centers or dedicated clouds. Self-built data centers will also move from simple virtualization to cloud architecture, which is generally maintained by customers themselves. These customers also require high-level service capabilities of public clouds, which requires our HUAWEI CLOUD hybrid cloud solution. Dedicated cloud is still essentially a public cloud. It is a public cloud built for specific customers. Amazon has built a GovCloud government cloud, which only serves the US government and is maintained by Amazon. Therefore, public cloud, dedicated cloud and hybrid cloud, and even non-Huawei private cloud will coexist for a long time to meet the different needs of customers. Therefore, the final structure of HUAWEI CLOUD solution is: a set of technical architecture that supports public cloud, exclusive cloud, hybrid cloud and other business forms; two transaction models, one is a hybrid of selling to customers, property rights belong to customers, and customers maintain themselves Cloud, the second is the public cloud (including exclusive cloud) whose property rights belong to Huawei, is maintained by Huawei, and customers subscribe to cloud services; three deployment methods, one is deployed in the customer’s data center and is operated and maintained separately from the public cloud. Private deployment, two It is deployed in the data center built by Huawei and operated and maintained by Huawei; the third is deployed in the customer data center, as an extension of the public cloud, operated and maintained by Huawei.
Huawei provides customers with three product forms: public cloud, hybrid cloud, and “server + virtualization software”. Public cloud and hybrid cloud should adhere to isomorphism of hardware and unified software architecture; public cloud and hybrid cloud should make good customer choices, and do not try to meet the needs of all customers. Based on “server + virtualization software”, it cooperates with partners to meet the needs of a variety of government and enterprise self-built data centers and IT/OT systems.
To build a leading ICT infrastructure, Huawei must achieve success in connection, computing and enterprise storage, and HUAWEI CLOUD. While continuing to strengthen connections, strengthen the construction of software capabilities, build a good HUAWEI cloud platform and cloud ecosystem, and lead customers in industry scenarios suitable for cloud adoption to prioritize HUAWEI CLOUD, making it the first choice for government and enterprise public clouds. Through the customer’s access to HUAWEI CLOUD, Huawei’s platform is forced to improve. We will organically integrate connectivity, computing, enterprise storage, and HUAWEI CLOUD to build industry “intelligent bodies” oriented to the industry scenarios we focus on, and help intelligent upgrades.
The internal unified organization is drawn by winning battles, and in the process of winning battles, the formations are constantly formed. Starting from a small switch, starting from transmission, starting from 2G wireless network, starting from a simple router… All of them are drawn by victory. Why is Shino’s team so sturdy? It was because they followed President Lin to win battles all the time. From the Northeast to Hainan Island, and from Hainan Island to North Korea… They always trust Mr. Lin, and all are unified in Mr. Lin’s will. Lin Biao did not do much ideological work and preaching, but taught by words and deeds. For the organizational optimization of HUAWEI CLOUD business, can we start from the point and sum up experience from victory? We can’t simply take the same path as Ali, Amazon, etc. We don’t have that much money, and they have an endless supply of money from the US stock market. How we develop, we must find a way, not simply imitate.
HUAWEI CLOUD is not the leading edge of our traditional hardware equipment, developing and selling products, but a change in Huawei’s customer-oriented business model, that is, from selling products to selling cloud services. It is necessary to build the ability to sell cloud services and support the operation and maintenance capabilities of providing cloud services to customers. While learning from Amazon and Microsoft, we must also use our 30-year network accumulation as a unique advantage in the cloud service market, create more space, and build differentiated features.
Second, we need to study what elements the leading HUAWEI CLOUD consists of, and which core particles are advanced to form the competitiveness of these elements.
Can we build a future-oriented world-leading architecture like storage products? What key short boards, new media, new algorithms, new architectures and even new theories need to be broken through? Scientists, experts, engineers are free to research ahead and find solutions. For example, whether there are new advanced software architectures, new tools and methods, new computing power architectures, new orchestration algorithms, artificial intelligence algorithms, etc. In algorithm, computing power, core network, Hongmeng, Kunpeng ecology, advanced software architecture/methods and tools and scientific normalization of tools, code warehouse unification and optimization…, and the application of artificial intelligence in the optimization of our network platform, Make these particles well, in order to form the “black soil” of agglomerate structure. Then the operating system that connects these particles is also done well, so that customers can develop on it. We need to focus on key customer needs, make good use of Huawei’s own typical needs of internal IT, terminal cloud, and GTS cloud, and cultivate a group of teams that understand the needs of government and enterprises for HUAWEI CLOUD in battle and practice; Then some people go deeper to understand what kind of “black soil” is needed for the cloud that supports the growth of all things, and what conditions should the “black soil” have in order for all things to grow. The term “black soil” was invented by Xu Zhijun, and he should explain it.
The technical architecture must be sustainable, the iteration of the expert team’s decision-making system must be scientific and stable, and the chief executive should not interfere in technical decision-making. The software architecture is not achieved overnight, it is the development of continuous optimization. Our company’s software is good, but to enter the field of direct competition and surpass the opponent, we need continuous reform. Our hybrid cloud technology architecture has gone through several iterations over the past decade, resulting in wasted time.
The bottom-level technical architecture is the core and requires experts. The openness, scalability, stability, durability, security, and efficiency of the underlying architecture determine the development potential and R&D efficiency of subsequent software. The team of senior experts is small but skilled, and things are less clear, which is conducive to calm thinking. They must have long-term and stable responsibilities, and do not change people hastily.
3. In the future, all applications will grow on the cloud land, but it is not yet. How to build a “black land” is our task and should be done step by step.
After years of hard work, HUAWEI CLOUD has launched more than 200 services, developed more than 1.5 million developers and nearly 20,000 partners, and has begun to take shape, laying the foundation for greater development. What we are discussing now is how to seize the opportunity of digitization of government and enterprises, achieve better development in both the Internet and government and enterprises, and reach the world’s leading position.
First of all, we must make sure that our HUAWEI CLOUD platform is basically available, and years of hard work have not been in vain. What we are discussing now is how to progress in a high-speed society in new scenarios (5G, 800G, artificial intelligence…), and whether there is a chance to reach the world’s advanced, or even lead. Traditional Internet companies have difficulties in government and enterprise scenarios. Under the new situation, we have opportunities. Where is the breakthrough point?
In the new year, we will increase talent investment in software architecture, methods and tools. Dare to introduce great architects and outstanding talents from global software competitions, and strive to cultivate architects at all levels and levels from our team, promote them in time according to their abilities and contributions, and match their rank and salary in time. Cloud platforms and cloud ecosystems should learn from advanced companies, not simply imitate them. Efforts to increase the power of optimization in the platform architecture. We are a traditional hardware-advanced company, and there is no example in the world of transforming into a software-advanced company. Our difficulties are conceivable. How to build the “black land” that customers like, how to make the ecosystem of partners flourish, and how to ensure that the software can take root and avoid the risk of being cut off.
4. For our company, HUAWEI CLOUD is not only a product provider, but also an operation platform. Quality and agile operational capabilities are key elements.
The pooling of hardware resources, the distribution of software, the agile automation and intelligence of operation and maintenance, the diversity of services… Are we learning from Amazon or from Microsoft? I think we should all learn. To provide cloud services to industry customers, we should follow the path of Microsoft, give priority to the path of serving large industries and large enterprises, focus on cultivating several key industries, and create “black land”. We have been working in enterprise business for many years, and we have a large enterprise sales and service team. With a certain foundation, we cooperate with ecological partners such as customers, industry-leading application developers and system integrators to carry out joint innovation, and accumulate and accumulate key knowledge assets in the industry. Don’t throw away such good experience, do two or three industries every year, and eventually reach a few or a dozen industries in a few years, which is incredible! It is through joint innovation with customers that Microsoft continues to build a competitive advantage. We will establish a joint innovation laboratory with key customers, and extract some promising and large-scale particles to form a “corps” with all elements, all businesses, and all organizations, with independent combat capabilities and powers. We also need to learn from Amazon and do IAAS and PAAS well. We have a foundation. With the knowledge, capabilities, and experience we have accumulated over the years, it is possible to make the cloud infrastructure platform well known as the “black land”, and maximize the advantages of connection + computing. We focus on one or two industries, understand its empirical models and algorithms, and effectively build leading capabilities in the industry. Let customers accept us. For example, Oracle has occupied most of the global market with one database. Do what you do and do not do, focus on customer success, don’t fight insiders or outsiders.
Fifth, we go all out to focus on the construction of the application ecology, and build a big ecology like Amazon. Without applications, HUAWEI CLOUD may die.
Mobile Internet applications, enterprise applications, government applications, coal mining applications, airport applications, safety applications, GTS applications, and company internal IT applications are all opportunities for our ecological development. The good development of the terminal cloud has set an example for us, and the brothers of the South Research Institute have reproduced their heroic qualities. At present, the management of the invocation interface of ecological partners is a relatively prominent problem, and it is also the core bottleneck of the development of ecological business. We currently have insufficient management awareness, process and organizational guarantee. We must establish an excellent structure to simplify internal consumption, and we must achieve agile and high-quality services. We insist on creating value for customers and agile service for customers. Make good use of the typical requirements of Huawei’s own internal IT, terminal cloud, and GTS cloud, serve internal customers, and cultivate a group of teams that understand the needs of government and enterprises for cloud. Now the internal customer experience needs to be enhanced, don’t waste the value of the demand.
Alibaba Cloud, Tencent Cloud, and AWS have launched more and more software and hardware integration devices. Huawei’s advantage lies in hardware. We must strengthen the software and application ecology, and we should not give up the advantages that hardware brings to Huawei Cloud. Preserve the stability and high efficiency of the underlying architecture, give full play to the comprehensive advantages of connection + computing, continue to iteratively optimize the I (IAAS) layer architecture, and lead to further innovations in cloud scenarios such as computing, storage, and network I layers.
6. The relationship between cloud BG and EBG: “combat integration, capability specialization”, enterprise business and cloud and computing business should optimize front-line operations and organizations according to this principle, improve front-line efficiency, and ultimately form a scenario-based synthetic operation .
In order to support the commercial success of the cloud and computing industry and strengthen the building of professional capabilities, it is necessary to clearly understand several industries, go deep into it, and be the organization that understands them best and serves them best in the world. They will give priority to our HUAWEI CLOUD. Our mission. The company has made relatively large organizational adjustments from the agency to the front line. After more than half a year of operation and practice, the new organizational structure has promoted the input of front-line resources and improved the professional capabilities of industrial ecology and other aspects. However, there are also the following problems: First, the cloud and computing BG should focus on the construction of Huawei’s cloud platform, the construction of the industrial ecology, and the expansion of the industrial space. As a unified customer interface, EBG should be closer to customers, fully understand customer needs, and strongly promote professional departments to create competitive solutions. At present, some representative offices on the front line are too specialized in division of labor, with more interfaces, more cadres, and more reports, but fewer people actually work. Second, as resource input has increased, operational efficiency has decreased. The third is that the cost of internal communication is high. “There is no benefit after the front line is divided into two organizations, but the two organizations will increase the cost of communication.” Frequent meetings on both sides are not as efficient as they used to be.” Fourth, the strict organizational hierarchy and departmental walls have led to a too-fine division of labor. The “railway police” each manages a section, but customers are uncomfortable, and the forces that should be united to serve customers are involuted.
More importantly, our current IT architecture is built around the organizational structure, which means that the more fragmented the organization is, the more fragmented the IT will be. Now the combat processes of multiple BGs are different, and the IT systems are of course different, and even sales management can’t work.
These problems not only reduce the efficiency of internal operations, but also directly affect the satisfaction of customers and partners. We need to form a scenario-based synthetic operation on the front line, and “tanks”, “aircraft”, “cannons”, and “machine guns” should all be under unified command. It is recommended to optimize the organization of representative offices according to the principle of “combination of operations and specialization of capabilities”.
7. Enterprise business should focus on strategic priorities, continue to do subtraction, and insist on doing something and refraining from doing something.
First, in order to shrink the front line of corporate business, it must do something and refrain from doing it, and it cannot cover everything. The four industries that were originally identified should not increase and expand the combat area. If the strategy is scattered, there will be no combat effectiveness. Because we are a company with limited strength, we must do a good job in the projects that are determined to be done. We must seize one point, and promote the standardization of the echelon, and gradually move towards becoming thicker, more, and stronger. You have to seize the areas you can do, rush your troops to it, and do a solid job, and then you can really find a better solution than others.
Second, we must clearly emphasize that our team building is based on connections and based on HUAWEI CLOUD, but we must know the industry of the service target, know the Know-How of the service target, and then cooperate with others on the algorithm. What is the Industrial Internet? First of all, its essence should be industry, such as aviation, automobiles, transportation, steel, coal mines… . The second is connection. The industry of connection is most familiar to us. All Electronic engineering is for connection. The third is artificial intelligence, which is further divided into data, algorithms, computing power and Know-How. Data belongs to customers, and some algorithms are made in cooperation with partners; Know-How is the crystallization of theories and experiences left by industries and enterprises after decades of exploration and tens of millions of verifications and repeated modeling. The least familiar to us; the main part of what we can do is computing power. Therefore, we can only make a support platform – “black soil”, so as to support the personalized applications growing on it. We have to do what we can do, and don’t do it all over the world and do other people’s work. If we do it very crudely, and we can’t do it well, we will have no combat effectiveness and competitiveness in the end.
Third, the follow-up report will first discuss how to shrink the combat surface and secondly discuss the combat model. We must clearly state the strategic policy for combat, and we must talk about the “boats” and “bridges” that cross the river, and we must not “govern the enterprise with slogans.” Leaders must think structurally, and the responsibility of leaders is to clarify the direction and identify problems. For example, what is the growth structure of the department, and what is the structure of business growth? What are the things you must do well and to what extent? You have to watch the TV series “Deng Xiaoping at a Turning Point in History”. Deng Xiaoping made a few speeches at a critical historical moment, and the national strategy was turned around. Leaders should think about problems structurally, be able to see the main aspects of the main contradiction, and use a “knife” to stab them in, and they will be able to seize the market.
Reporting to: members of the board of directors, members of the board of supervisors
Main delivery: all employees
December 30, 2020
The Links: EVK71-050 FS100R12KT4G