The One Behind It All Chapter 54

IBM also attaches great importance to cooperation with Huawei. They have sent the best talents to Huawei to implement IPD. In early 1999, the IPD reform designed by IBM as a consultant was officially launched at Huawei. At the beginning, due to the wide range of IPD involved, Huawei's large scale, wide product line, complex systems, and high technical content, the implementation of IPD in Huawei was very difficult. However, Aiden pushed forward with an iron fist and raised the implementation of IPD to the level of Huawei's survival: "IPD is related to the future survival and development of the company. Organizations and departments at all levels must fully realize its importance. We must wear it well by 'cutting off the feet to fit the shoes'" The pain of America's shoes is replaced by the joy of smooth operation of the system. "Aiden hopes that Huawei will put on IBM's shoes and quickly embark on the track of international management."

According to IBM consulting methods, Huawei's IPD project is divided into three stages: attention, invention and implementation.

In the initial attention stage, Huawei carried out a lot of "loosening the ground" work, that is, based on research and diagnosis, it conducted repeated training, discussions, and communication to enable relevant departments and personnel to truly understand the ideas and methods of IPD. The main tasks in the invention stage are the design of the plan and the selection of three pilot projects. The promotion phase is carried out gradually, first promoting it in 50% of the projects, then expanding to 80% of the projects, and finally promoting it to all projects.

From a technical perspective alone, IPD allowed Huawei to shift from technology-driven to market-driven. It ultimately changed the way Huawei people do things. In the IPD process, people participate in another non-entity management development process TDT (Technology Development Team)---------Technical Development Team. Each TDT staff comes from different departments, from marketing to finance. From research and development to service support, there is only one goal orientation: to meet market demand and make profits quickly.

Once advanced ideas are accepted, they will have a huge impact. Today, the concept of IPD has been integrated into the blood of Huawei people. For example, the maintainability of a product should be paid attention to from the moment it comes out, and technical support personnel should be on hand at all times. In the past, Huawei did not have technical support, and R&D personnel would write some information at will. Now, there are dedicated data developers to prepare materials for new products for R&D personnel. If they do not do so, R&D personnel can complain.