From five capabilities to "1+5+N", Huawei makes the transformation of government and enterprises more stable

[Original article from 51CTO.com] In 2019, Shenzhen Airport's annual passenger throughput exceeded 52 million, ranking fifth in the country, and the number of aircraft take-offs and landings reached 370,000.

Why can you pass security faster at Shenzhen Airport today and have a greater chance of boarding the plane at the jet bridge instead of taking the shuttle bus?

Frequent travelers who travel by plane will have the impression that Shenzhen Airport has a very high level of intelligence and service standards. Its security check speed and boarding convenience are eye-catching among domestic airports.

Transformation is inseparable from "service"

If you have felt this, then you have indirectly experienced the importance of "service", which is an essential transformation tool for the digital transformation of government and enterprise users today.

Shenzhen Airport's previous bridge turnover rate was 10.24 flights per day. After cooperating with Huawei, the bridge utilization rate increased by 0.76, from 10.24 flights per day to 11 flights per day.

This small numerical change saves passengers on 90 flights every day from the trouble of taking shuttle buses, and a total of 4 million additional passengers throughout the year can board planes directly from the jet bridges. For the airport, this is an improvement in the airport's operating efficiency itself, and it is also a "small thing" in the digital transformation.

In the digital transformation project of Shenzhen Airport, which started in 2017, Huawei sent a consulting team of more than 40 people to work at Shenzhen Airport for more than 2,500 man-days (one man-day refers to the workload of one person working for one day). The reason for completing this huge workload was to be able to sort out the transformation path around the goal of making the airport smart.

Today, Shenzhen Airport's "one-face travel" and more safe and convenient boarding bridges are mostly due to the collaborative efforts of this "hero" team and the airport. The work done by this consulting team, that is, consulting planning, is one of the essential tools for digital transformation of government and enterprise users, and is also an important part of government and enterprise services.

In addition, Shenzhen Airport has more than 200 computer rooms, 11 networks, more than 25,000 devices and more than 140 highly integrated business applications. How to ensure the safe, stable and efficient operation of the system with limited resources? Efficient operation and maintenance is indispensable.

From capabilities to products

Corresponding to the challenges faced by digital transformation, this complete toolbox is often referred to as the "five major service capabilities" - consulting planning, industry solution services, operation and maintenance, cloud operation and talent development.

The reason why this complete toolbox is necessary is closely related to the fact that government and enterprise users are gradually entering the deep waters of digitalization. As we have seen in Shenzhen Airport and other government and enterprise users, many digital transformation projects have penetrated into production or decision-making systems.

It is in this context that customers' requirements for government and enterprise services begin to be characterized by high-quality and consistent service experience. Corresponding to specific businesses, it means that users shift their focus from construction progress, cost, and quality to more attention to efficiency improvement, user experience, business operations, and return on investment during the use phase.

When anticipating these needs, Huawei began to build "high quality" as a prominent feature of its service capabilities. In 2019, it helped government and enterprise customers transform by building five major service capabilities.

In 2020, Huawei China Government and Enterprise Services proposed a "1+5+N" service industry system based on five capabilities to meet the transformation service needs of different industries and scenarios. The five capabilities are in the middle and exist in the form of service products. They are based on high-quality service industry alliances downward and provide users with industry-based and scenario-based service solutions upward. Among them, "1" refers to the high-quality service industry alliance, including various service ecosystem partners; "5" refers to five categories of service products, namely: consulting planning, industry service solutions, large-scale operation and maintenance, cloud enablement, and talent development; "N" refers to multiple industries and multiple scenarios.

1+5+N service industry system

Huawei's data shows that in the past year, Huawei's partner service revenue has increased by more than 80% year-on-year. The service growth of many general agents and first-generation partners has doubled. In 2019, the number of CSSP partners (that is, joint service solution partners) who completed certification exceeded 150.

In order to enable high quality to continue to develop throughout the service industry, Huawei emphasized in its service partner strategy announced in 2020 that Huawei will increase authorization to a greater extent and share more profits with partners.

For ecosystem partners who expect to simultaneously enhance their capabilities and value in the digital transformation of government and enterprise users, it will be beneficial to focus on these policies of Huawei in 2020 - they include Huawei's increased efforts in open licensing, a clear CSSP collaboration landscape, and a simplified mechanism for obtaining incentives.

At the same time, considering the expected market investment of over RMB 100 billion in ICT services in 2020 and the expected year-on-year growth of up to 16%, participants in various service industries in the ICT field need to seriously consider how to take advantage of Huawei's continuous strengthening of high-quality service capabilities and upgrade both service capabilities and profitability in the service industry ecosystem.

[51CTO original article, please indicate the original author and source as 51CTO.com when reprinting on partner sites]