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⑴ 谁知道华为的MTL（市场到商机）流程框架

如图：

华为的流程管理，借鉴了业界领先的实践，总结自身流程运作管理后，整理出一套全球流程管理的规则和制度。

流程要反映业务的本质，尤其是完整系统地反映业务的本质，业务中的各关键及其管理不要在流程体系外循环，基于流程建设的管理体系（IPD/LTC/ITR），是一个运营系统，是一个业务操作系统。

变革的目的就是要多产粮食（销售收入、利润、优质交付、提升效率、账实相符?）以及增加土地肥力（战略贡献、客户满意、有效管理风险），不能对这两个目的直接或者间接做出贡献的流程制度都要简化。

华为老板任正非的变革基本管理哲学思想是：以规则的确定来对付结果的不确定，目标是多产粮食和增加土地肥力。

管理变革，一定是需要业务流程来承载，才可能落到实处，否则就变成空谈。而基于流程建设的管理体系是一个运营系统，是一个业务操作系统，其中最重要的是落实到组织中，就是流程化的组织建设和运作。构建公司的流程体系就是构建公司的运营系统，业务是以客户为中心的，业务流也要是从客户中来，到客户中去。

这就讲到“铁三角”运作，就是 AR（客户经理）+SR（产品经理）+FR（服务经理），团队作战！LTC 的“铁三角”团队既是合作关系，但又有明确分工，客户经理负责客户关系，想尽办法获得客户支持，；产品经理，负责整合背后支撑资源包括研发，给客户最合适的解决方案；服务经理，负责提供服务方案及其客户的网络建设；

⑵ 华为的LTC

华为的销售流程在业内非常出名，叫LTC，Leads To Cash，“从线索到现金”。它的目的是打造一个从市场、线索、销售、研发、项目、交付、现金到服务的闭环运营系统。

这个系统背后的理念很清晰。公司业务的全流程要尊重一线销售获得的线索，小到一个设备的交付，大到公司战略的制定，都要由它来引导。你可以把它理解为前方呼唤后方炮火，也可以把它理解为前方向后方传递市场压力。

那这种理念让华为获得了什么呢？

第一，就是让它获得了敏锐的市场洞察力，永远能摸准市场的脉搏，做到在关键的当口比别人早动手。

比如说吧，20年前，华为在资源有限的情况下率先布局3G。不仅如此，它最早看到了发展中国家发展电信业的需求，率先提供了效费比更高的设备，拿下了更多的海外市场。再比如以后我们会讲到华为提供“接入网”产品的故事。“接入网”这个概念，本身就是华为率先创造出来，满足客户需求的产品。

这样的案例我们还会讲很多，比如5G，比如拥有强大摄影功能的手机，再比如华为很早就进入了光伏产业，拿到了逆变器市场的第一，等等。做到一次领先很简单，但次次做到领先就很难了。华为能做到次次领先，和它重视营销，有敏锐的市场洞察力有关。

⑶ 流程的层级

根据流程的定义，流程可以根据其复杂程度（所需要的资源多寡、涉及到的活动及活动关系的数量、参与的角色及部门等）来将流程分为多个层级，越是高层级的流程，优化的范围越大；下层的流程整体组成了上层的流程（如L2-线索/L2-合同/L2-回款组成L1-LTC）

L0-公司流程——资源输入公司后为客户创造价值的所有流程集合。有时候从商业模式上看，L0也可以看作公司在价值链上的位置。

L1-端到端流程/业务域/流程类——实现某个业务功能的流程集合（如把产品研发出来的IPD流程，把产品销售给客户的LTC流程），L1的结构决定了企业的商业模式。

L2-逻辑流程组——某个业务功能的逻辑阶段/支持功老指能划分（如LTC的主业务过程是线索-合同-回款），阶段/功能划分是业务管理可控的自然需求，也是企业业务模式的体现。L2的结构决定了企业的业务模式

L3/L4-流程/子流程——确定业务下，某个阶段业务的执行方式。或含逗对于可以不区分场景的情况，可以直接由活动组成（如LTC的线索管理分为收集线索、分发线索、跟踪培育线索三个L3级别的流程，三个流程之下都可以直接承接对应的活动）。
对于需要进一步区分场景的情况，需要分场景设置L4-子流程（如ITIL架构下，管理IT-管理IT服务-管理IT服务策略下还需要将IT服务策略进一步分为服务级别、可用性、连续性等内容，每一个内容都是IT服务策略的子流程）。L3的结构决定了业务成功的主要因素和关键控制点。
企衫卖业流程清单的流程层级在这个层面很容易混乱，一个重要的原因是从层级逻辑上讲，流程组本身还是属于逻辑流程组。有的业务的场景复杂，因此会出现分场景的流程组，但有的业务场景简单，就不会出现流程组。
为了管理方便，可以统一将L3/L4两层作为流程层，若不分场景子流程，则L3和L4级别的流程同名，直到L5层活动层再根据执行角色来进一步划分。

L5-活动——组成流程的要素，实现流程价值的关键事项。活动一般只有一个单独的责任角色（即可以定位到责任岗位）。活动的结构关系决定了流程的效率。常见的流程优化方法ESEIA、ASME增值分析、哈默九原则等，都是在分析活动及结构的基础上，在流程层面上发挥价值。

L6-任务——完成活动的事项。由单个责任角色完成，活动进一步拆解规范后形成的内容。

虽然从广义上讲，存在输入输出的多个活动的集合就是流程。但是对于企业来说，根据参与角色的多寡，可以简单判断是流程、活动还是任务。

⑷ 破界突围之路：浅谈流程框架及流程中转站

  以前的文章有论述过，基于经营战略，一方面要做年度经营预算、输出指标及目标；一方面要推导价值链模型，通过流程规划，输出流程框架。

  其实，制造型企业的流程框架有很强的相似性，例如华为的核心业务流程（不含管理及辅助流程）主要包括：

  从纵向维度：战略与执行流程（简称DSTE：Develop Strategy to Execution）、集成产品开发流程（简称IPD:Integrated Proct Developmeng）、市场与开发流程（简称MTL:Maket to Lead）

  从横向维度：商机到回款流程（简称LTC:Lead to Cash）、订单到交付流程（简称OTD:Order to Delivery）、问题到解决（简称ITR:Issue to Resolution）、集成供应链流程（简称ISC:Integrated Supply Chain）

  最近，我们在思路流程边界或中转站的问题。流程即业务，天然是端到端的，但企业不可能是一条流程绘到底，而是有核心的主干流程，并构成整体的流程框架。

  那么，流程之间的中转站是什么呢?

  我们认为，企业直接产生的价值的流程有2条：一是LTC流程，另外一个是ITR流程。因为LTC流程产生回款，让产品和服务变现。而ITR流程产生服务收入，或解决客户问题提客户满意度后，产生二次销售。

  先谈LTC流程与其它流程的交互，IPD流程输出产品及产品解决方案，它可能来自LTC中的客需或来自MTL流程的市场洞察；

  所以，LTC流程中的客需形成IPD流程的输入，反过来，IPD输出的产品或产品解决方案最终反应在LTC流程中的抢单上；即，LTC流程与IPD流程互为输入。

  有些观点会认为LTC流程中会包含两个子流程，一个是订单开发流程（IPD解决产品0→1，而订单开发流程基于LTC中的客需，结合IPD输出的产品，解决1→N）；另外一个流程是订单交付流程；

  ITR流程的闭环分几个层次，一个是快速解决客户反馈的问题（灭火型，主要由售后负责）；

  另一个是将ITR流程的问题形成设计标准、工艺标准，输入到IPD流程中，从产品源头进行闭环杜重错；

  同时，ITR流程的问题还可以结构化（如客户、渠道、产品、问题等），与LTC流程进行连接，在销售下单时调取历史问题，进行校验；换句话说，ITR流程可以形成IPD流程、LTC流程的输入；

  ISC流程也是企业非常重要的流程之一，70%以上的成本与该流程相关；

  它的源头可以来自年度规划（或销售预测等），如进行年度品类供应商的引入和淘汰规划；也可以来自IPD中新产品的开发或LTC新增物料的需求，形成新的寻源；它最终要回到OTD流程上（支撑快速交付）；

  DSTE的流程，是从经营战略出发，形成年度规划、重点任务和绩效，并落地执行，往往作用于企业所有核心流程；

  简单小结下：

  DSTE流程owner为企业最高经营者（总裁或总经理），与企业核心业务流程均会产生关联；

  IPD流程owner为研发负责人，MTL流程、LTC流程、ITR流程形成其输入，IPD输出到LTC流程中；

  MTL流程owner为市场负责人，它源于市场洞察，形成对IPD流程的输入；

  LTC流程owner为销售负责人，商机、MTL流程、ITR流程形成其输入，LTC可含订单产品开发和订单交付流程；

  ISC流程owner为供应链负责人，销售预测、LTC流程、IPD流程形成其输入，ISC输出到OTD流程中。

⑸ LTC概述与核心精要

销售关乎企业生死，可是很多企业的销售流程体系是散乱无序、效率低下；没能洞察市场寻找更多商机，项目线索不够多，即便有了项目线索也因为没能尽早有效跟踪培育线索而失去项目机会；难以快速响应客户需求；面向客户界面混乱，销售人员基本是单兵作战，难以形成战斗力，很多销售人员销售经验能力又不足，直接导致的结果就是：市场中标概率小、中标了交付也存在各种各样风险与问题、回款缓慢甚至最后成为“烂尾工程”应收帐款巨大.......这时候，就很有必要梳理并重造流程，并且基于流程，进行销售能力提升，构建出有执行力、有创造力、有活力的狼性营销组织。

华为LTC销售流程变革项目就是一个典型的案例，其经验值得各企业参考。其基本方法是，梳理并再造销售流程，并且把合适的销售方法、销售理念等嵌入到流程当中，同时还会组织很多场销售能力赋能培训，并提供相应的工具和模板，使得企业获得的不仅是“生硬而冷冰冰”的新销售流程，而是整个销售体系升级（包括流程、销售方法、销售工具、销售模板、人员软能力等等），努力达到这样的目标：构建出优秀的销售组织能力，未来企业项目的成功与否不再严重依赖销售个人能力及其偶然性，而是用组织能力、制度去保障提升销售成功率。新员工入职，只要经过新的销售体系培训，并按照销售流程去进行项目运作，那么可达到资深老销售的水平，确保一定的项目成功率。（不再像过去，如果资深老销售离职，就会严重影响业绩，从而实现“铁打的营盘流水的兵”，销售组织体系和流程足够成熟，人员流动对业绩冲击变小）。

许浩明老师有幸被华为抽调加入了LTC变革项目华为团队方案组与埃森哲咨询团队深度合作，一起完成了华为LTC项目的方案设计与推行，因此，在这里做些分享，希望对其他企业有一定启发，少走一些弯路.......

为什么华为要下决心花费几十亿来做LTC变革项目呢？因为华为已感觉到LTC项目启动之前的流程支离破碎，没有跨部门的结构化流程，没有统一端到端拉通，效率不高，项目运作质量差，制约华为发展......，通过早些年的研发IPD变革项目，华为产品研发有了长足发展，可是销售线明显感觉跟不上业务发展需要，因此决心对销售流程“动大手术”，就像要成为武林高手，需打通任督二脉一样，华为希望，努力打通企业的任督二脉：研发（IPD）和销售（LTC）两条主流程（脉络），以促进和支撑业务快速发展，成为顶尖高手。

可是，LTC项目涉及了公司的正在运行中所有销售业务（项目启动之时销售收入已超3000亿），困难程度可想而知，有人比喻说，LTC变革项目就像是高速公路上给奔跑着的跑车换轮胎。确实是很有挑战的，因为不能影响公司业务呀，怎么办？所以当时变革项目我们就要谨慎地分阶段进行，第一阶段是：问题调研（面向全球各一线发问卷调查，当面访谈一部分一线，再结合从一线回来的专家的意见，归类总结出面临的、急需解决的问题）；第二阶段是方案规划设计阶段。埃森哲与华为进行梳理，输出切实可行的细化方案（这个过程，华为专家和埃森哲不断地探讨，不断地聆听一线的反馈意见，不断地优化，无数个轮回碰撞，争吵，最终才形成一个阶段性方案）；第三阶段是IT开发阶段（流程的落地，需要IT系统来承载，让所有的关键任务活动都在IT系统里跑起来，最后LTC的IT就是只要有网络，只需在IE等浏览器输入网址即可访问使用）；第四阶段是找代表处进行试点，然后再优化流程；第五阶段是找各不同区域的典型代表处来试点，然后继续优化流程；第六阶段是小面积推行，然后继续优化流程；第七阶段就是流程成熟，可大面积推广；第八阶段是不断收集问题反馈进行流程优化，发布给全球各区域使用。

另外，在LTC变革项目里，华为方案组不仅与埃森哲咨询顾问合作讨论梳理并再造销售流程，并且还和其他咨询公司合作，把其他咨询公司合适的销售方法、销售理念（如SPI解决方案销售方法）等嵌入到销售流程当中，同时我们方案组建立或刷新了许许多多华为销售工具与模板，还组织无数场销售能力赋能培训，使得项目组结果不仅是“生硬而冷冰冰”的新销售流程，而是整个销售体系升级（包括流程、销售方法、销售工具、销售模板、人员软能力等等），努力达到这样的目标：构建出优秀的销售组织能力，未来项目的成功与否不再严重依赖销售个人能力及其偶然性，而是用组织能力、制度去保障提升销售成功率。新员工入职，只要经过新的销售体系培训，并按照销售流程去进行项目运作，那么可达到资深老销售的水平，确保一定的项目成功率。（不再像过去，如果资深老销售离职，就会严重影响业绩！从而实现“铁打的营盘流水的兵”，销售组织体系和流程足够成熟，人员流动对业绩冲击变小）。最后，我们LTC项目组的部分输出件如下：

《公司各流程关系总概览图》;《销售流程总概览图V1.1》;《线索管理流程V1.1》;《项目立项流程V1.1》;《线索跟踪培育流程V1.1》;《投标流程V1.1》;《合同评审流程V1.1》;《需求引导流程V1.1》;《合同谈判流程V1.1》;《合同签订流程V1.1》;《合同履行流程V1.1》;《方案设计流程V1.1》;《投标价格申请决策流程V1.1》;《销售项目策划报告模板V1.1》;《痛苦链分析模板V1.1》;《销售项目失败总结模板V1.1》;《销售引导九格构想模型模板V1.1》;《客户决策链分析（客户关系分析）模板V1.1》;《关键人物表模板V1.1》;《产品KeyMessage模板V1.1》;《项目运作checklist模板V1.1》;《洞察客户（客户档案）模板V1.1》;《全球山头项目模板V1.1》;《大客户管理模板V1.1》;《如何与CXO对话培训材料V1.1-学员版》;《谈判的道法术培训材料V1.1-学员版》;《向华为学习狼性营销培训材料V1.1-学员版》;《项目运作与管理培训材料V1.1-学员版》;《品牌营销培训材料V1.1-学员版》;《打造高绩效团队培训材料V1.1-学员版》;《华为执行力为何很强培训材料V1.1-学员版》;《狼性渠道管理培训材料V1.1-学员版》；《塑造卓越的企业文化培训材料V1.1-学员版》;《谁杀死了合同？V1.1-学员版》;《以终为始的目标与计划管理V1.1-学员版》;《战略管理、战略解码与战略执行V1.1-学员版》;《中层管理领导能力提升V1.1-学员版》;《跨部门的沟通与协作V1.1-学员版》;《华为质量管理体系V1.1-学员版》;

这点，值得其他企业参考借鉴，流程再造不仅仅是建立输出一些流程文件，而是升级组织销售能力，唯此，才能达到提高市场竞争力的目的，决不能为了仅仅为了造流程而造流程。

华为在管理变革、管理创新与流程再造方面，如下的一些做法也很值得参考：

1、华为有魄力，舍得投入。与很多企业老板的格局明显是不同的。很多企业老板，认为管理就那么回事，管理道理都懂，遇到管理问题，内部员工自己去讨论讨论，改一改流程和管理方法修修补补即可，觉得请顾问是在浪费钱财。殊不知，因为舍不得请顾问投入，而自己看待自己企业问题往往有局限性，同时也没那个决心和魄力（自己难以下手革自己的命），使得管理总是欠缺些什么，导致错失了发展良机，最终可能碌碌无为或者被市场竞争对手淘汰。

2、华为居安思危地不断“折腾”，不管变革，不断激活组织、激活人性。绝大多数企业，除非万不得已，否则是乐于呆在自己的“舒适区”，缺少危机感，缺少创新性的。

3、华为针对管理变革，定下了一些管理变革原则。有些企业老板想变革，但是往往做不下去，或者做得效果不怎么样，因为变革，意味着权力、利益等的变化，往往是阻力很大的，员工们也七嘴八舌，各有各的道理，所以没有一些变革原则，往往是失败而告终的。

4、变革的目标一定要清晰！不能因为变革而变革，而忘了企业的根本目标！

5、华为不断变革，总结出了变革成功的十六条经验.

任正非说过，管理就是抓住三件事：客户、流程、绩效，华为未来留给世界只有流程与IT支撑的管理体系，因为每个人都会过世，每种产品都终将被淘汰；企业管理归根结底就是流程的管理，就是让业务在以客户为中心的高效的流程上面跑，因此企业的管理流程重要性不言而喻。既然企业的有效管理需要流程来牵引、承载和落实，那么如何设计高效的以客户为中心的运作流程？持续管理变革应该怎么做？很多企业都希望通过重新再造流程来解决企业问题，来提升市场竞争力，大家的认识都很统一，但最终大部分企业都雷声大雨点小？具体应该怎么落地操作呢？值得思考、交流。

⑹ ltc流程是什么

LTC 是华为的主流程，从线索发现开始，直至收回现金，端到端地拉通。

在不同的流程环节卷入不同的角色，并且和其他流程集成协作，在流程中把质量、运营、内控、授权、财经的要素放到流程中去，一张皮运作。LTC流程主要分三大段：管理线索、管理机会点、管理合同执行。

LTC即 L2C（Leads To Cash），是从线索到现金的企业运营管理思想，华为的LTC流程也深入的应用了这一思想，L2Cplat是这一思想的践行者。

是以企业的营销和研发两大运营核心为主线，贯穿企业运营全部流程，深度融合了移动互联、SaaS技术、大数据与企业运营智慧，旨在打造一个从市场、线索、销售、研发、项目、交付、现金到服务的闭环平台型生态运营系统。

⑺ 华为的流程管理系统（附关键流程图）

任正非先生一直强调客户、流程与绩效是企业管理中最重要的三件事。事实上，华为导入咨询公司的一个重点就是“ 流程管理 ”。在过去的近20年中，华为通过以业务为导向的流程管理体系，大大提升了整体运营效率，取得了举世瞩目的成绩！

华为公司提倡流程化的企业管理方式，任何业务活动都有明确的结构化流程来指导，流程建设把所有人从海量的、低价值的、简单重复的工作中解放出来。

首先，大家要明白流程是通过一系列可重复、有逻辑顺序的活动，将一个或多个输入转化成明确的、可衡量的输出。人体本身就是一个非常完美无瑕的流程，无论哪一个环节出现问题，人体都会感觉不适，影响大家的日常生活。

流程是通过一系列可重复、有逻辑顺序的活动，将一个或多个输入转化成明确的、可衡量的输出。从本质上来说，流程是组织创造的机制。从本质上来说，流程是组织创造的机制。

华为公司提倡流程化的企业管理方式，任何业务活动都有明确的结构化流程来指导，通过流程建设把所有人从海量的、低价值的、简单重复的工作中解放出来。

1. 流程管理核心：流程要反映业务

华为的流程管理，借鉴了业界领先的实践，总结自身流程运作管理后，整理出一套全球流程管理的规则和制度。

流程要反映业务的本质，尤其是完整系统地反映业务的本质，业务中的各关键及其管理不要在流程体系外循环，基于流程建设的管理体系（IPD/LTC/ITR），是一个运营系统，是一个业务操作系统。

流程管理是按业务流程标准，以目标和顾客为导向的责任人推动式管理。处于业务流程中各个岗位上的责任人，无论职位高低，行使流程规定的职权，承担流程规定的责任，遵守流程的制约规则，以下道工序为用户，确保流程运作的优质高效。

建立和健全面向流程的统计和考核指标体系，是落实最终成果责任和强化流程管理的关键。

顾客满意度是建立业务流程各环节考核指标体系的核心。提高流程管理的程序化、自动化和信息集成化水平。

华为的流程管理要求不断适应市场变化和公司事业拓展的要求，因时而变，因事而变，对原有业务流程体系进行简化和完善。

2. 流程管理的内容

流程分类：

华为把流程管理分为运营流程（包括战略管理、集成产品开发、客户关系管理、集成供应链）和管理支持流程（各职能部门的流程）。

运营流程是公司管理主线，是为客户创造价值的流程，也是公司存在的基础，管理支持流程为运营流程的高效执行提供服务和支持。

流程层次：

流程的层次和管理层次相关，不同的流程层次对应了不同的管理层次的工作，以及主流程用于中高层的业务决策和端到端跨职能部门的业务管理，二级子流程用于智能领域管理，确保职能域的交付能满足主流程的需要，操作级流程用于指导基层活动。

流程架构：

流程架构师描述公司的流程分类及层次的全视图。

0层架构：从价值链的角度对流程的分类，对0层架构中的流程进行逐层分解就形成了个流程的分层架构；

1层架构：此层中的流程是主流程（跨职能部门端对端的业务流程）；

2层架构：此层中的流程是自流程（职能部门内的业务流程）；

3层架构：职能内部的分解。

流程管理体系四个阶段：

包括流程规划、流程建设、流程执行、流程运营，四个阶段形成一个闭环。

流程规划：解决了流程的what to do和how to do的问题，主要工作有需求管理、版本管理、流程规划；

流程建设：它是流程过程资产管理，涉及流程需求分析、流程方案设计、流程文件开发、流程集成验证、流程试点确认。

流程推行：它是解决流程文件管理的工作，涉及业务适配、组织适配、推行与赋能的工作。

流程运营：它是应对流程分层授权与管理机制，包含一些成熟度评估、流程绩效管理、过程保证、CT/SACA的工作。

3. 流程覆盖全业务

华为业务流程覆盖全业务，分为三大类：执行类、使能类、支撑类。

执行类：

执行类流程，客户价值创造流程，端到端的定义为完成对客户的价值交付所需的业务活动（what to do），并向其他流程提出需求。

使能类：

使能类流程响应执行类流程的需要，用以支持执行类流程的价值实现。

支撑类：

支撑类流程是公司基础性的一些流程，为使整个公司能够持续高效、低风险运作而存在。

华为业务流程颇有深度，涉及了从细化到可执行，从上到下分为：

level 1 流程分类；

level 2流程组；

level 3流程；

level 4子流程；

level 5活动；

level 6任务。

level 1 流程分类和level 2流程组用于流程管理，回答why to do的问题，支撑公司战略和业务目标实现，体现公司业务模式并覆盖公司全部的业务。

level 3流程和level 4子流程则是用于落实方针政策和管控要求，回答what to do的问题，聚焦战略执行，体现创造客户价值的主要业务流以及为实现主业务流高效和低成本运作，所需要的支撑业务。

level 5活动和level 6任务用于将流程落实到人，使之可执行，回答how to do问题，完成流程目标所需要的具体活动及任务，体现业务的多样化和灵活性。

4. 华为以业务为核心的三大流程

华为内部一直提倡流程化的企业管理方式，用流程把重复的、简单的、大量的工作模版化，建立对应的三个系统，即IPD（产品集成开发）、LTC（收款）、ITR（售后），同时用流程IT的方式进行固化，从接受客户需求，到交付给客户满足要求产品的，端到端跨职能部门的集成管理流程。

1）华为的IPD系统：

华为于1998年开始实施IPD系统，打破了华为以部门为管理结构的模式，转向以业务流程和生产线为核心的管理模式。

华为的IPD主要由固化的结构化研发流程和支持流程实施的跨部门团队组成。

以前华为的产品开发完全是研发部门的事情，技术方向由关键人物来选择。在IPD模式下，各部门都要有人参与到规划和实施的过程里，组成跨部门的团队——IPMT与PDT（IPT）。

跨部门的团队基本上要在产品开发之前做出相关联的规划，并且在产品开发的过程中相互协调，以保证这个产品从始至终都是技术领先、成本合理并且符合市场需求。

IPD分为需求管理、战略规划、产品规划、技术规划、技术开发和产品开发六大模块。

需求管理关注客户需求及实现过程监控，需求管理流程包含：收集、分析、分发、实现、验证等五个阶段。

战略规划制定公司的中长期产品开发战略和方向；产品规划制定公司的产品开发规划和产品版本路标。

技术规划制定公司的关键核心零部件发展规划；技术管理流程包含：技术规划、预研、架构开发、技术与平台开发、部件重用及评价等五个阶段。

技术开发负责提前准备关键的核心技术、核心部件,建设跨产品的共享组件( CBB)库；

产品开发根据产品规划，依靠成熟的共享组件，快速、高质、高效的完成产品开发和上市。产品开发流程包含：概念、计划、开发、验证、发布、生命周期等六个阶段。

2）华为的LTC系统：

而LTC（Lead To Cash）是从线索到汇款、端到端贯穿公司运作的主业务流，承载着公司最大的物流、资金流和人力投入，LTC是公司级面向客户的主业务流程之一。

LTC流程是从营销视角建立的“发现销售线索-培育线索-将线索转化为订单-管理订单执行/汇款”，端到端的流程。

LTC流程不是简单的流程优化，是从客户视角出发的业务流程重构，保证重构成功的核心要素包括以下三个方面：

1、深刻理解客户业务流程，并以此为基础匹配本业务单元（组织）的业务流程；

2、流程变革方法论正确，“铁三角”模型是保证流程变革成功的法宝；

3、组织架构和绩效考核指标根据重构后的业务流程做相应调整，为流程运作提供支持。

5. 如何借鉴

任正非要求：“员工参加管理，不断地优化从事工作的流程与工作质量……改革一切不合理的流程。”那么，如何改进才能调整不合理的环节，保证流程的合理，达到化繁为简的目的呢？这也是我们可以借鉴学习的。

衡量各环节安排的合理度。华为通过“何人、何处、何时”3个问题，来确认流程中各个环节的安排是否合理，一经发现不合理之处，立即推倒重来，以使各个环节保持最佳的顺序，保证工作环节的有序性。

何人：该环节由谁操作？操作技能是否娴熟？该环节是否为该员工最擅长的？是否存在岗位与员工能力不匹配的现象？如果让熟悉第一环节工作的员工从第二环节调回，可以节省多少时间？

何处：各环节的操作场所之间距离远近如何？是否便于工作交接？如果将某环节的操作场所加以调换，是否可以使工作交接时间更短？调整设备仪器的摆放位置后，操作者使用起来是否更方便、时间更短？

何时：从第一个环节开始至最后一个环节结束的时间，包括在各个环节之间的移动时间、加工时间及由于机器故障、部件无法得到等问题引起的延迟时间分别是多少？时间安排是否过于紧凑，使员工紧张、疲劳？或过于宽松，难以在交期前完成任务？

流程化管理能够帮助我们从复杂的、繁琐的工作中解放出来，减少了不必要的摩擦，为工作提供了便捷，你们使用的流程管理是怎样的？

6. 附件：华为流程管理

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⑻ 谁知道华为的MTL（市场到商机）流程框架

LTC 是华为的主流程，从线索发现开始，直至收回现金，端到端地拉通。在不同的流程环节卷入不同的角色，并且和其他流程集成协作，在流程中把质量、运营、内控、授权、财经的要素放到流程中去，一张皮运作。

LTC流程主要分三大段：管理线索、管理机会点、管理合同执行。

管理变革，一定是需要业务流程来承载，才可能落到实处，否则就变成空谈。而基于流程建设的管理体系是一个运营系统，是一个业务操作系统，其中最重要的是落实到组织中，就是流程化的组织建设和运作。

构建公司的流程体系就是构建公司的运营系统，业务是以客户为中心的，业务流也要是从客户中来，到客户中去。那么，基于流程的角色和组织的建设和运作是啥样呢？这就讲到“铁三角”运作，就是 AR（客户经理）+SR（产品经理）+FR（服务经理），团队作战。

LTC 的“铁三角”团队既是合作关系，但又有明确分工，客户经理负责客户关系，想尽办法获得客户支持，；产品经理，负责整合背后支撑资源包括研发，给客户最合适的解决方案；服务经理，负责提供服务方案及其客户的网络建设。

(8)ltc流程分析扩展阅读：

华为自2015年开始牵头构建国内大数据商业生态圈，希望通过“大数据1+6商业模式”与国内大数据领域的企业、科研机构建立战略合作，共同推动国内大数据行业的进步与发展，与合作伙伴一起打造大数据整合解决方案并推动大数据应用落地。

数据堂作为在新三板上第一家也是唯一一家挂牌上市的大数据交易及服务企业，成为了华为选中的优秀合作伙伴之一。据了解，数据堂此前已经为国内外多家顶尖的互联网企业、高科技企业提供了专业的数据服务解决方案。

华为“大数据1+6商业模式”内容包括：1个基础大数据平台，即以华为企业级大数据分析平台FusionInsight、华为云计算服务、硬件构建的大数据基础平台；6类大数据合作伙伴，包含大数据源、海量数据组织、大数据挖掘分析、大数据商业应用、大数据可视化、大数据顶层设计等。

其中大数据源在整个“大数据1+6商业模式”中具有核心战略地位，是一切大数据分析、应用的基础。数据堂作为国内最大的大数据源提供商，凭借其技术优势、海量数据源和创新的商业模式引来了华为的重点关注。

数据堂总裁齐红威表示，双方战略合作旨在通过技术、产品、平台、项目、渠道等方面的资源共享，共同开拓各大行业客户，打造优势互补、互利双赢和可持续发展的战略合作伙伴关系。

⑴ Who knows Huawei’s MTL (Market to Business Opportunity) process framework?

As shown in the picture:

Huawei’s process management draws lessons from After summarizing its own process operation management based on industry-leading practices, it has compiled a set of global process management rules and systems.

The process should reflect the essence of the business, especially the essence of the business in a complete and systematic manner. The key points in the business and their management should not be circulated outside the process system. A management system based on process construction (IPD/LTC/ ITR) is an operating system and a business operating system.

The purpose of change is to produce more food (sales revenue, profit, quality delivery, improve efficiency, consistent with accounts?) and increase land fertility (strategic contribution, customer satisfaction, effective risk management), and cannot The process systems that contribute directly or indirectly to these two purposes need to be simplified.

The basic management philosophy of Huawei boss Ren Zhengfei is: to deal with the uncertainty of results with the determination of rules, with the goal of producing more food and increasing land fertility.

Management change must be carried out by business processes before it can be implemented, otherwise it will become empty talk. The management system based on process construction is an operating system and a business operating system. The most important thing is to implement it into the organization, which is process-based organizational construction and operation. Building the company's process system is building the company's operating system. Business is customer-centered, and business flow must come from customers and go to customers.

This is about the operation of the "iron triangle", which is AR (Account Manager) + SR (Product Manager) + FR (Service Manager), working as a team! LTC's "iron triangle" team is a cooperative relationship, but also has a clear division of labor. The account manager is responsible for customer relations and tries every means to obtain customer support; the product manager is responsible for integrating the supporting resources behind it, including research and development, to provide customers with the most appropriate solutions; Service managers are responsible for providing service solutions and network construction for customers;

⑵ Huawei’s LTC

Huawei’s sales process is very famous in the industry, called LTC, Leads To Cash, “from Clue to Cash”. Its purpose is to create a closed-loop operating system from marketing, leads, sales, R&D, projects, delivery, cash to service.

The idea behind this system is clear. The entire process of the company's business must respect the clues obtained by front-line sales, from the delivery of a piece of equipment to the formulation of the company's strategy, all must be guided by it. You can understand it as the front calling for artillery fire from the rear, or you can understand it as the front transmitting market pressure to the rear.

So what does this concept allow Huawei to gain?

The first is to gain keen market insight, always be able to feel the pulse of the market, and take action earlier than others at the critical moment.

For example, 20 years ago, Huawei took the lead in deploying 3G despite limited resources. Not only that, it was the first to see the needs of developing countries to develop the telecommunications industry, and was the first to provide more cost-effective equipment and win more overseas markets. For another example, we will tell the story of Huawei providing "access network" products in the future. The concept of "access network" itself is a product first created by Huawei to meet customer needs.

We will talk about many more cases like this, such as 5G, mobile phones with powerful photography functions, and Huawei entered the photovoltaic industry very early and won the first place in the inverter market, etc. wait. It is easy to take the lead once, but it is difficult to take the lead every time. Huawei's ability to lead time after time is related to its emphasis on marketing and its keen market insight.

⑶ Process level

According to the definition of the process, the process can be based on its complexity (the amount of resources required, the number of activities and activity relationships involved, the participating roles and departments, etc.) to divide the process into multiple levels. The higher the level of the process, the greater the scope of optimization; the lower-level process as a whole constitutes the upper-level process (such as L2-lead/L2-contract/L2-receipt constitutes L1 -LTC)

L0-Company Processes - a collection of all processes that create value for customers after resources are entered into the company. Sometimes from the perspective of business model, L0 can also be seen as the company's position in the value chain.

L1-End-to-end process/business domain/process class - a collection of processes that implement a certain business function (such as the IPD process for product development, the LTC process for selling products to customers), The structure of L1 determines the business model of the enterprise.

L2-logical process group - the logical stages/support functions of a certain business function can be divided (for example, the main business process of LTC is leads-contracts-receipts), and the stage/function division is The natural demand for business management to be controllable is also a reflection of the enterprise's business model. The structure of L2 determines the business model of the enterprise

L3/L4-process/sub-process - determines the execution method of the business at a certain stage under the business. Or for situations where the scenario does not need to be distinguished, it can be directly composed of activities (for example, LTC's lead management is divided into three L3-level processes: collecting leads, distributing leads, and tracking and nurturing leads. All three processes can directly undertake the corresponding activity).
For situations where scenarios need to be further differentiated, L4-sub-processes need to be set up by scenario (for example, under the ITIL architecture, under the Manage IT-Manage IT Services-Manage IT Service Policy, the IT service policy also needs to be further divided into service levels, Availability, continuity, etc., each of which is a sub-process of the IT service strategy). The structure of L3 determines the main factors and critical control points for business success.
The process level of the enterprise shirt selling process list is easy to be confused at this level.The important reason is that from a hierarchical perspective, the process group itself still belongs to the logical process group. Some business scenarios are complex, so there will be process groups divided into scenarios, but some business scenarios are simple, so there will be no process groups.
For the convenience of management, the L3/L4 layers can be unified as the process layer. If there are no scene sub-processes, the L3 and L4 level processes have the same name, until the L5 layer activity layer is further divided according to execution roles.

L5-Activities - the elements that make up the process and the key matters to realize the value of the process. Activities generally have only one single responsible role (that is, they can be located in responsible positions). The structural relationship of activities determines the efficiency of the process. Common process optimization methods such as ESEIA, ASME value-added analysis, and Hammer's Nine Principles are all based on analyzing activities and structures and exerting value at the process level.

L6-Task – matters to complete the activity. Completed by a single responsible role, the activity is further dismantled into the content formed by the specification.

Although in a broad sense, a collection of multiple activities with input and output is a process. But for enterprises, based on the number of participating roles, it can be simply judged whether it is a process, activity or task.

⑷ The road to breakthrough: a brief discussion on process framework and process transfer station

Previous articles have discussed that based on business strategy, on the one hand, annual operating budget and output indicators must be made and goals; on the one hand, it is necessary to derive the value chain model and output the process framework through process planning.

In fact, the process frameworks of manufacturing companies are very similar. For example, Huawei’s core business processes (excluding management and auxiliary processes) mainly include:

From a vertical perspective Dimensions: Strategy and Execution Process (DSTE: Develop Strategy to Execution), Integrated Product Development Process (IPD: Integrated Proct Developmeng), Market and Development Process (MTL: Maket to Lead)

From Horizontal dimension: Lead to Cash (LTC), Order to Delivery (OTD), ITR (Issue to Resolution), Integrated Supply Chain (ISC) Integrated Supply Chain)

Recently, we have been thinking about the problem of process boundaries or transfer stations. The process is the business, and it is naturally end-to-end. However, an enterprise cannot draw one process to the end, but has a core backbone process that forms an overall process framework..

So, what is the transfer station between processes?

We believe that there are two processes that directly generate value for an enterprise: one is the LTC process, and the other is ITR process. Because the LTC process generates repayments, products and services can be monetized. The ITR process generates service revenue, or after solving customer problems and improving customer satisfaction, secondary sales are generated.

Let’s first talk about the interaction between the LTC process and other processes. The IPD process outputs products and product solutions, which may come from customer needs in LTC or market insights from the MTL process;

Therefore, customer needs in the LTC process form the input of the IPD process. In turn, the products or product solutions output by IPD are ultimately reflected in the order grabbing in the LTC process; that is, the LTC process and the IPD process are inputs to each other.

Some people think that the LTC process will include two sub-processes, one is the order development process (IPD solves product 0→1, and the order development process is based on the customer needs in LTC, combined with the products output by IPD , solve 1→N); the other process is the order delivery process;

The closed loop of the ITR process is divided into several levels. One is to quickly solve the problems reported by customers (fire-extinguishing type, mainly responsible for after-sales);

The other is to form design standards and process standards for the problems of the ITR process, input them into the IPD process, and close the loop from the product source to eliminate repeated mistakes;

At the same time, the ITR process The questions can also be structured (such as customers, channels, products, problems, etc.) and connected with the LTC process. Historical questions can be retrieved and verified when placing sales orders; in other words, the ITR process can form the IPD process, LTC Input to the process;

The ISC process is also one of the very important processes of the enterprise, and more than 70% of the costs are related to this process;

Its source can come from annual planning (or Sales forecast, etc.), such as annual category supplier introduction and elimination planning; it can also come from the development of new products in IPD or the demand for new LTC materials, forming new sources; it will eventually return to the OTD process (support Fast delivery);

The DSTE process starts from the business strategy, forms annual plans, key tasks and performance, and implements them, often affecting all core processes of the enterprise;

A brief summary:

DSTE processThe owner is the top operator of the enterprise (president or general manager), and is related to the core business processes of the enterprise;

The owner of the IPD process is the person in charge of R&D, and the MTL process, LTC process, and ITR process form its input , IPD is output to the LTC process;

The owner of the MTL process is the market person in charge, which is derived from market insights and forms the input to the IPD process;

The owner of the LTC process is the sales person The person in charge, business opportunities, MTL process, ITR process form its input, LTC can include order product development and order delivery process;

ISC process owner is the person in charge of the supply chain, sales forecast, LTC process, IPD process Forming its input, ISC outputs into the OTD process.

⑸ Overview and core essence of LTC

Sales are related to the life and death of a company, but the sales process system of many companies is disorganized and inefficient; they fail to gain insight into the market to find more business opportunities. There are not enough project leads. Even if there are project leads, project opportunities are lost because they fail to effectively track and cultivate leads as early as possible; it is difficult to respond to customer needs quickly; the customer-facing interface is confusing, and sales staff basically work alone, and it is difficult to form combat effectiveness. Many sales staff The direct result of lack of sales experience and ability is: the probability of winning the bid in the market is low, there are various risks and problems in the delivery of the winning bid, the payment is slow, and even the final "unfinished project" has huge accounts receivable... ...At this time, it is necessary to sort out and rebuild the process, and based on the process, improve sales capabilities and build a wolf marketing organization with execution, creativity, and vitality.

Huawei's LTC sales process reform project is a typical case, and its experience is worthy of reference by all companies. The basic method is to sort out and rebuild the sales process, and embed appropriate sales methods, sales concepts, etc. into the process. At the same time, many sales capability empowerment trainings will be organized and corresponding tools and templates will be provided, so that the company can obtain the best results. It is not just a "rigid and cold" new sales process, but an upgrade of the entire sales system (including processes, sales methods, sales tools, sales templates, personnel soft capabilities, etc.), striving to achieve the goal of building an excellent sales organization Ability, the success of future enterprise projects will no longer rely heavily on individual sales ability and its contingency, but will use organizational capabilities and systems to ensure and improve sales success rates. As long as new employees are trained in the new sales system and carry out project operations according to the sales process, they can reach the level of senior sales personnel and ensure a certain project success rate. (It is no longer like in the past, if senior salespeople leave, it will seriously affect performance, thereby achieving "an iron-clad camp and flowing soldiers". The sales organizational system and process are mature enough, and the impact of personnel turnover on performance will be smaller).

Mr. Xu Haoming was fortunate enough to be transferred by Huawei to join the Huawei team solution team for the LTC transformation project. He worked in depth with the Accenture consulting team to complete the solution design and implementation of the Huawei LTC project. Therefore, I would like to share something here. , I hope it can inspire other companies and avoid some detours...

Why is Huawei determined to spend billions on LTC reform projects? Because Huawei has felt that the process before the launch of the LTC project was fragmented, there was no cross-department structured process, there was no unified end-to-end pull-through, the efficiency was low, and the quality of project operation was poor, which restricted Huawei's development..., through early Through the R&D IPD reform project over the past few years, Huawei's product research and development has made great progress. However, it is obvious that the sales line cannot keep up with business development needs, so it is determined to "undertake major surgery" on the sales process. Just like becoming a martial arts master, you need to get through any supervisors. The two main processes (contexts) are the same. Huawei hopes to work hard to open up the two main processes (contexts) of the company: research and development (IPD) and sales (LTC), so as to promote and support rapid business development and become a top expert.

However, the LTC project involves all of the company’s ongoing sales businesses (sales revenue exceeded 300 billion when the project was launched), so the degree of difficulty can be imagined. Some people metaphorically say that the LTC reform project is It's like changing the tires of a running sports car on the highway. It is indeed very challenging because it cannot affect the company's business. What should I do? Therefore, we had to carefully carry out the change project in stages. The first stage was: problem survey (sending questionnaires to all front lines around the world, interviewing some front lines in person, combined with the opinions of experts returning from the front lines, and classifying and summarizing the problems faced , problems that need to be solved urgently); the second stage is the program planning and design stage. Accenture and Huawei sorted it out and output practical and detailed solutions (in this process, Huawei experts and Accenture continued to discuss, constantly listened to feedback from the front line, and constantly optimized. After countless rounds of collisions and quarrels, a staged plan was finally formed. plan); the third stage is the IT development stage (the implementation of the process requires an IT system to carry it, so that all key mission activities can run in the IT system. In the end, LTC's IT means that as long as there is a network, you only need to browse on IE etc. The fourth stage is to find representative offices to conduct pilot projects, and then optimize the process; the fifth stage is to find typical representative offices in different regions to conduct pilot projects, and then continue to optimize the process; the sixth stage is to small area Implement and then continue to optimize the process; the seventh stage is when the process is mature and can be promoted on a large scale; the eighth stage is to continuously collect feedback on issues to optimize the process and release it for use in various regions around the world.

In addition, in the LTC transformation project, Huawei’s solution team not only worked with Accenture consultants to discuss sorting out and rebuilding the sales process, but also cooperated with other consulting companies to integrate other consulting companies’ appropriate sales methods and sales processes. Concepts (such as SPI solution sales method), etc. embeddedinto the sales process. At the same time, our solution team created or refreshed many Huawei sales tools and templates, and organized countless sales capability empowerment trainings. The result of the project team was not only a "rigid and cold" new sales process, but a new sales process. It is an upgrade of the entire sales system (including processes, sales methods, sales tools, sales templates, personnel soft skills, etc.), and strives to achieve the goal of building excellent sales organizational capabilities, and the success of future projects will no longer rely heavily on sales. Personal abilities and their contingency, but organizational abilities and systems are used to ensure and improve the sales success rate. As long as new employees are trained in the new sales system and carry out project operations according to the sales process, they can reach the level of senior sales personnel and ensure a certain project success rate. (It is no longer like in the past, if senior salespeople leave, it will seriously affect the performance! In this way, the sales organization system and process will be mature enough, and the impact of personnel turnover on performance will be smaller). Finally, some of the outputs of our LTC project team are as follows:

"Overview of the company's process relationships"; "Overview of the sales process V1.1"; "Lead management process V1.1"; "Project establishment process V1.1"; "Lead tracking and cultivation process V1.1"; "Bidding process V1.1"; "Contract review process V1.1"; "Demand guidance process V1.1"; "Contract negotiation process V1 .1》; "Contract Signing Process V1.1"; "Contract Fulfillment Process V1.1"; "Program Design Process V1.1"; "Bid Price Application Decision Process V1.1"; "Sales Project Planning Report Template V1. 1"; "Pain Chain Analysis Template V1.1"; "Sales Project Failure Summary Template V1.1"; "Sales Guidance Nine-frame Concept Model Template V1.1"; "Customer Decision Chain Analysis (Customer Relationship Analysis) Template V1. 1》; "Key Person Table Template V1.1"; "Product KeyMessage Template V1.1"; "Project Operation Checklist Template V1.1"; "Insight into Customers (Customer Profile) Template V1.1"; "Global Hilltop Project Template V1.1"; "Key Account Management Template V1.1"; "How to Dialogue with CXO Training Materials V1.1-Student Edition"; "Negotiation Training Materials V1.1-Student Edition"; "Learn Wolf from Huawei Sex Marketing Training Materials V1.1-Student Edition"; "Project Operation and Management Training Materials V1.1-Student Edition"; "Brand Marketing Training Materials V1.1-Student Edition"; "Building High-Performance Team Training Materials V1.1 -Student Edition"; "Why Huawei is Strong in Execution Training Material V1.1-Student Edition"; "Wolf Channel Management Training Material V1.1-Student Edition"; "Shaping Excellent Corporate Culture Training Material V1.1-Student Edition"; "Who killed the contract? V1.1-Student Edition"; "Goal and Plan Management that Begins with the End in Mind V1.1-Student Edition"; "Strategic Management, Strategy Decoding and Strategy Execution V1.1-Student Edition"; "Middle Management Leadership Ability Improvement V1.1-Student Edition"; "Cross-Department Communication and Collaboration V1.1-Student Edition"; "Huawei Quality Management System V1.1-Student Edition";

This is worthy of reference by other companies , Process reengineering is not just about creating and outputting some process documents, but upgrading the organization's sales capabilities. Only in this way can we achieve the purpose of improving market competitiveness. We must not create processes just for the sake of creating processes.

In terms of management change, management innovation, and process reengineering, Huawei’s following practices are also worthy of reference:

1. Huawei is courageous and willing to invest. The pattern is obviously different from that of many business owners. Many business owners think that management is just that, and they all know the principles of management. When encountering management problems, internal employees can discuss them themselves, change the processes and management methods, and just tinker with them. They think that hiring consultants is a waste of money. As everyone knows, because they are reluctant to hire consultants to invest, and they often have limitations when looking at their own business problems, and they also lack the determination and courage (it is difficult for them to change their own lives), management always lacks something, leading to missed development opportunities. You may end up doing nothing or being eliminated by market competitors.

2. Huawei is prepared for danger in times of peace and constantly “fiddles”, regardless of changes, to continuously activate the organization and activate human nature. The vast majority of companies, unless absolutely necessary, are happy to stay in their "comfort zone" and lack a sense of crisis and innovation.

3. Huawei has set some principles for management change. Some business owners want to make changes, but they often fail to do so, or the results are not very good, because change means changes in power, interests, etc., and is often met with great resistance, and employees are all talking about it, each with their own opinions. principle, so without some principles of change, it often ends in failure.

4. The goal of change must be clear! We cannot change because of change and forget the fundamental goal of the enterprise!

5. Huawei continues to change and has summarized sixteen experiences for successful change.

Ren Zhengfei said that management is to grasp three things: customers, processes, and performance. In the future, Huawei will only leave the world with a management system supported by processes and IT, because everyone will pass away and every product will eventually be eliminated; enterprise management is ultimately the management of processes, which is to enable business to operate in a customer-centered and efficient process. Therefore, the importance of enterprise management processes is self-evident. Since the effective management of an enterprise requires processes to guide, carry and implement it, how to design an efficient customer-centered operation process? What should be done to continuously manage change? Many companies hope to solve corporate problems and improve market competitiveness by reengineering processes. Everyone has a unified understanding, but in the end, most companies make big noises but little rain? How should it be implemented specifically? Worth thinking and communicating.

⑹What is the LTC process?

LTC is Huawei's main process, starting from clue discovery to cash recovery, from end to end.

Involved in different roles in different process links, and integrated and collaborated with other processes. In the process, elements of quality, operation, internal control, authorization, and finance were put into the process to operate in one piece. . The LTC process is mainly divided into three major sections: managing leads, managing opportunities, and managing contract execution.

LTC stands for L2C (Leads To Cash), which is an enterprise operation management idea from leads to cash. Huawei’s LTC process also deeply applies this idea. L2Cplat is this A practitioner of an idea.

It takes the company's two major operational cores of marketing and R&D as the main line, runs through the entire process of corporate operations, and deeply integrates mobile Internet, SaaS technology, big data and corporate operational wisdom, aiming to create a market, A closed-loop platform ecological operation system of leads, sales, R&D, projects, delivery, and cash-to-service.

⑺ Huawei’s process management system (with key flow charts attached)

Mr. Ren Zhengfei has always emphasized that customers, processes and performance are the three most important things in enterprise management. In fact, one of the key points of Huawei's introduction of consulting companies is "process management." Over the past nearly 20 years, Huawei has greatly improved its overall operational efficiency through a business-oriented process management system and achieved world-renowned results!

Huawei advocates a process-based enterprise management approach. All business activities are guided by clear structured processes. Process construction liberates everyone from massive, low-value, simple and repetitive work. come out.

First of all, everyone must understand that a process is a series of repeatable, logically sequenced activities that transform one or more inputs into clear, measurable outputs. The human body itself is a very flawless process. No matter where there is a problem, the human body will feel uncomfortable and affect everyone's daily life.

A process is a series of repeatable, logically sequenced activities that transform one or more inputs into clear, measurable outputs. In essence, processes are the mechanisms created by organizations. In essence, processes are the mechanisms created by organizations.

Huawei advocates a process-based enterprise management approach. All business activities are guided by clear structured processes. Through process construction, everyone can be freed from massive, low-value, simple and repetitive work. Liberated.

1. The core of process management: the process must reflect the business

Huawei’s process management draws on industry-leading practices. After summarizing its own process operation management, it has compiled a set of global Rules and systems for process management.

The process should reflect the essence of the business, especially the complete systemSystematically reflect the nature of the business. The key points in the business and their management should not be circulated outside the process system. The management system (IPD/LTC/ITR) based on process construction is an operating system and a business operating system.

Process management is a responsible person-driven management that is based on business process standards and is goal- and customer-oriented. Responsible persons in various positions in the business process, regardless of their position, exercise the authority specified in the process, assume the responsibilities specified in the process, abide by the restrictive rules of the process, and follow the next process as users to ensure the high quality and efficiency of the process operation.

Establishing and improving a process-oriented statistical and assessment indicator system is the key to implementing final results responsibility and strengthening process management.

Customer satisfaction is the core of establishing an assessment indicator system for each link of the business process. Improve the level of programming, automation and information integration of process management.

Huawei's process management requirements constantly adapt to market changes and the company's business expansion requirements. They change with time and events, and the original business process system is simplified and improved.

2. Contents of process management

Process classification:

Huawei divides process management into operational processes (including strategic management, integrated product development, Customer relationship management, integrated supply chain) and management support processes (processes across functional departments).

The operational process is the main line of company management, a process that creates value for customers, and is also the basis for the company's existence. The management support process provides services and support for the efficient execution of operational processes.

Process level:

The level of the process is related to the management level. Different process levels correspond to the work of different management levels, and the main process is used for middle- and high-level business decisions. And end-to-end cross-functional business management, secondary sub-processes are used for intelligent domain management to ensure that the delivery of functional domains can meet the needs of the main process, and operational-level processes are used to guide grassroots activities.

Process Architecture:

The process architect describes a comprehensive view of the company's process classifications and hierarchies.

0-layer architecture: Classify processes from the perspective of the value chain, and decompose the processes in the 0-layer architecture layer by layer to form a hierarchical architecture of processes;

1-tier architecture: The process in this layer is the main process (end-to-end business process across functional departments);

2-tier architecture: The process in this layer is the self-process (business process within functional departments) Process);

3-tier architecture: internal decomposition of functions.

The four stages of the process management system:

Including process planning, process construction, process execution, and process operation. The four stages form a closed loop.

Process planning: It solves the problems of what to do and how to do of the process. The main tasks include demand management, version management and process planning;

Process construction: it is Process process asset management involves process requirement analysis, process solution design, process document development, process integration verification, and process pilot confirmation.

Process promotion: It is the work of solving process document management, involving business adaptation, organizational adaptation, promotion and empowerment.

Process operation: It is a hierarchical authorization and management mechanism for processes, including some maturity assessment, process performance management, process assurance, and CT/SACA work.

3. Processes cover the entire business

Huawei’s business processes cover the entire business and are divided into three categories: execution, enablement, and support.

Execution type:

Execution type process, customer value creation process, end-to-end is defined as the business activities required to complete the delivery of value to customers (what to do), and make demands on other processes.

Enabling class:

The enabling class process responds to the needs of the execution class process to support the value realization of the execution class process.

Support type:

Support type processes are some basic processes of the company, which exist to enable the entire company to continue to operate with high efficiency and low risk.

Huawei's business processes are quite in-depth, ranging from refinement to executability, and are divided from top to bottom:

level 1 process classification;

level 2 process group;

level 3 process;

level 4 sub-process;

level 5 activity;

level 6 tasks.

Level 1 process classification and level 2 process groups are used for process management, answer why to do questions, support the realization of company strategy and business goals, reflect the company's business model and cover all the company's businesses.

Level 3 processes and level 4 sub-processes are used to implement policies and management and control requirements, answer what to do questions, focus on strategic execution, reflect the main business flows that create customer value, and provide the key to achieving the main goals. Business flow operates efficiently and at low cost, supporting the business required.

Level 5 activities and level 6 tasks are used to implement the process to people, make it executable, answer how to do questions, and complete the specific activities and tasks required to complete the process goals, reflecting the diversification of the business. and flexibility.

4. Huawei’s three major business-centered processes

Huawei has always advocated a process-based enterprise management approach, using processes to organize repetitive, simple, and large-volume tasks Template, establish three corresponding systems, namely IPD (integrated product development), LTC (collection), ITR (after-sales), and use process IT to solidify, from accepting customer needs to delivering products that meet customer requirements , end-to-end integrated management process across functional departments.

1) Huawei's IPD system:

Huawei began to implement the IPD system in 1998, breaking Huawei's department-based management structure model and shifting to business processes and production lines. core management model.

Huawei's IPD mainly consists of a solidified structured R&D process and a cross-departmental team that supports process implementation.

In the past, Huawei's product development was entirely the responsibility of the R&D department, and the technical direction was chosen by key figures. Under the IPD model, people from each department must participate in the planning and implementation process to form a cross-departmental team - IPMT and PDT (IPT).

Cross-department teams basically need to make relevant plans before product development and coordinate with each other during the product development process to ensure that the product is technologically advanced and cost-effective from beginning to end. Reasonable and in line with market demand.

IPD is divided into six modules: demand management, strategic planning, product planning, technology planning, technology development and product development.

Demand management focuses on customer needs and implementation process monitoring. The demand management process includes five stages: collection, analysis, distribution, implementation, and verification.

Strategic planning formulates the company's mid- to long-term product development strategies and directions; product planning formulates the company's product development plans and product version roadmaps.

Technical planning formulates the company's development plan for key core components; the technical management process includes five stages: technical planning, pre-research, architecture development, technology and platform development, component reuse and evaluation.

Technology development is responsible for preparing key core technologies and core components in advance, and building a cross-product shared component (CBB) library;

Product development is based on product planning and relies on mature sharing components to complete product development and launch quickly, with high quality and efficiency. The product development process includes six stages: concept, planning, development, verification, release, and life cycle.

2) Huawei's LTC system:

LTC (Lead To Cash) is the main business flow that runs through the company's operations end-to-end from leads to remittances, carrying the company's With the largest investment in logistics, capital flow and human resources, LTC is one of the main business processes facing customers at the company level.

The LTC process is an end-to-end process established from a marketing perspective: "Discover sales leads - Cultivate leads - Convert leads into orders - Manage order execution/remittance".

The LTC process is not a simple process optimization, but a business process reconstruction from the customer's perspective. The core elements to ensure the success of the reconstruction include the following three aspects:

1. Deeply understand the customer's business process, and use this as a basis to match the business process of the business unit (organization);

2. The process change methodology is correct, and the "iron triangle" model is the magic weapon to ensure the success of process change;

3. The organizational structure and performance appraisal indicators are adjusted accordingly according to the reconstructed business process to provide support for process operation.

5. How to learn from

Ren Zhengfei requires: "Employees should participate in management and constantly optimize the work process and work quality...reform all unreasonable processes." Then, How to improve to adjust unreasonable links, ensure the rationality of the process, and achieve the purpose of simplifying the complex? This is something we can learn from.

Measure the reasonableness of the arrangements of each link. Huawei uses the three questions of "who, where, and when" to confirm whether the arrangements of each link in the process are reasonable. Once any unreasonableness is discovered, it is immediately overturned and started over to keep all links in the best order and ensure work The orderliness of the links.

Who: Who operates this link? Are the operating skills proficient? Is this area what the employee is best at? Is there a mismatch between positions and employee abilities? How much time can be saved if employees who are familiar with the first phase of work are transferred back from the second phase?

Where: What is the distance between the operating locations of each link? Is it convenientWork handover? If the operating location of a certain link is changed, can the work handover time be shortened? After adjusting the placement of equipment and instruments, will it be more convenient and shorter for the operator to use it?

When: The time from the beginning of the first link to the end of the last link, including moving time between various links, processing time and delays caused by machine failure, unavailability of parts, etc. What are the times? Is the time schedule too tight, making employees nervous and tired? Or is it too lenient and difficult to complete the task before the deadline?

Process management can help us liberate ourselves from complex and tedious work, reduce unnecessary friction, and provide convenience for work. What kind of process management do you use?

6. Attachment: Huawei Process Management

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⑻ Who knows Huawei’s MTL (Market to Business Opportunity) process framework?

LTC is Huawei’s main process, starting from clue discovery to cash recovery, from end to end. Involve different roles in different process links, and integrate and collaborate with other processes. In the process, the elements of quality, operation, internal control, authorization, and finance are put into the process, and they operate in one piece.

The LTC process is mainly divided into three major sections: managing leads, managing opportunities, and managing contract execution.

Management change must be carried out by business processes before it can be implemented, otherwise it will become empty talk. The management system based on process construction is an operating system and a business operating system. The most important thing is to implement it into the organization, which is process-based organizational construction and operation.

Building the company's process system is to build the company's operating system. Business is customer-centered, and business flow must come from customers and go to customers. So, what does the establishment and operation of process-based roles and organizations look like? This talks about the "iron triangle" operation, which is AR (account manager) + SR (product manager) + FR (service manager), working as a team.

LTC’s “iron triangle” team is a cooperative relationship, but also has a clear division of labor. The account manager is responsible for customer relations and tries every means to obtain customer support; the product manager is responsible for integrating the supporting resources behind it, including research and development, to provide The most suitable solution for customers; service manager, responsible for providing service solutions and network construction for customers.

(8) Extended reading of ltc process analysis:

Huawei has taken the lead in building a domestic big data business ecosystem since 2015, hoping to The "Big Data 1+6 Business Model" establishes strategic cooperation with domestic enterprises and scientific research institutions in the field of big data to jointly promote the progress and development of the domestic big data industry, work with partners to create big data integration solutions and promote the implementation of big data applications. .

As the first and only big data trading and service company listed on the New Third Board, Datatang has become one of Huawei's selected outstanding partners. It is understood that Datatang has previously provided professional data service solutions to many top Internet companies and high-tech companies at home and abroad.

Huawei’s “Big Data 1+6 Business Model” includes: 1 basic big data platform, namely Huawei’s enterprise-level big data analysis platformA big data basic platform built on FusionInsight, Huawei cloud computing services, and hardware; 6 types of big data partners, including big data sources, massive data organization, big data mining analysis, big data commercial applications, big data visualization, and big data top-level design wait.

Among them, big data sources have a core strategic position in the entire "Big Data 1+6 Business Model" and are the basis for all big data analysis and applications. As the largest big data source provider in China, Datatang has attracted Huawei's attention with its technological advantages, massive data sources and innovative business model.

Qi Hongwei, President of Datatang, said that the strategic cooperation between the two parties aims to jointly develop customers in major industries through the sharing of resources in technology, products, platforms, projects, channels, etc., to create complementary advantages, mutual benefit, win-win and sustainable development. Development of strategic partnerships.