In 2007-2008, it was the critical transition period for network transformation and upgrading. If there is a base station that can be applied to 2G/3G/4G standards, deployment of such base stations will not need to worry about the direction of standard changes and evolution. Businesses can smoothly migrate from 2G or 3G to 4G networks without massive cutovers and relocations. At this critical juncture, Huawei made unremitting efforts to finally develop a fourth-generation base station in 2007. This is the first product in the world that can integrate GSM (second generation network technology G2)/WCDMA (network system standard in 3G era)/CDMA (another network standard in 3G era)/WiMAX/LTE (ie, Fourth-generation network technology 4G) Multiple-mode common platform base stations. In other words, this innovative design principle refers to the integration of 3G, 3G, and 4G wireless communication standards in a single cabinet; not only theoretically, but also theoretically. Saving 50% of the construction cost for the customer and actually deploying it is also very environmentally friendly. The biggest advantage of this new type of base station is that when operators launch a new generation of mobile network applications, they do not need to dismantle the base stations that they originally set up to spend huge sums of money. The existing network infrastructure, thus avoiding a large number of investment precipitation and waste, therefore, once it came out, it was favored by many operators, European O2, Czech T-Mobile and other European mainstream operators rushed to deploy and put it into operation. Commercially, this SingleRAN-named solution has become the de facto industry standard. Since then, Huawei has opened the world’s first 4G commercial network and the first 4.5G commercial network with the Norwegian TeliaSonera. .
It should be pointed out that Huawei's ability to develop products that incorporate the industry standards of a variety of standard network technologies is somewhat contingent. This is because, in countries such as the Netherlands and Switzerland in Europe, there is a shortage of land, and urban land resources are scarce and costly. The protection legislation and law enforcement are very strict, and people’s awareness of environmental protection is also high. As a base station for network infrastructure and other communication facilities, it is not only restricted by the environmental protection legislation of these countries, but also by the majority of people and non-governmental organizations in the environmental protection field (NGOs). In this case, if Huawei insists on providing operators with network infrastructures such as large base stations suitable for China's vast rural areas and cities, it will inevitably encounter tremendous resistance, even if it is difficult to move. This kind of economic society and legal background, Forced Huawei to continuously improve the base station's carrying capacity while reducing the size of the base station. After persevering technical breakthroughs, Huawei finally successfully developed a base station product that can connect to the European urban gas. It inadvertently created the industry's technical standards. Because of this base station Once the product was launched, it was soon favored by the mainstream operators in Europe and, as a result, it was greatly promoted. For the sale of network infrastructure products and services. Of course, other network equipment companies are coveting this new product and trying to imitate the technology behind this product, but because they involve extremely complex algorithms, they can only watch it already. Loss of market share. Huawei has tasted the sweetness of leading global industry standards.
2.2 The Case of the Classic Case: The Creation of a Well-established 4.5G Standard (LTE Advanced Pro)
In order to meet the ever-increasing experience demands of consumers and protect the investment of operators, Huawei took the lead in the industry to propose the 4.5G concept. Based on the existing 4G network facilities, 5G technology was introduced to optimize, and the network speed was continuously improved to improve the user experience. Operators develop more new services. Following Huawei’s announcement of the SoftCOM's future network strategy featuring 4.5G network technology in 2012, Huawei has teamed up with dozens of leading global operators to implement digital transformation practices for the future and is now established globally. 36 joint innovation centers have realized the deployment of more than 70 NFV/SDN commercial projects. As of today, Huawei and many of the world's leading operators are in Norway, Germany, Australia, Kuwait, Saudi Arabia, UAE, China, Japan, and Canada. Singapore and other countries have trial commercialized 4.5G, and the application results are good. Based on a series of successful commercial applications, Huawei has actively participated in the standards organization and successfully promoted the implementation of the 4.5G standard in the 3GPP protocol. 3GPP eventually developed Huawei 4.5. G network technology named LTE Advanced Pro. Huawei's LTE Advanced Pro was able to The industry organization in the field of information and communication is endorsed by 3GPP, and it is inseparable from Huawei's 'Leading half-step' philosophy. Huawei internally has always believed in the view that Huawei should maintain its technological leadership in product technology innovation, but It can only be a half-step ahead of its competitors, and it can become a 'martyr' in the three-step lead. It will clearly shift its technology-oriented strategy to a customer-driven strategy. Through the analysis of customer needs, it proposes solutions to guide the development of these solutions. Cost, high value-added products.
2.3 Classic Case No. 3: The Leading of the Proven 5G Standard
Statistics from the Ministry of Industry and Information Technology show that as of the first half of 2016, the number of mobile phone users in China has reached 1.304 billion. This is equivalent to one-third of the world's total number of mobile phone users of 3.5 billion. Such a large user base means that Chinese companies Knowing what kind of technical standards will affect the global technical standard structure to a large extent. The variables and increments brought by China are gradually being amplified with the imminent advancement of 5G networks. As the standard of 5G networks has not yet been finalized, the 5G It is still not easy to say which features the network has. However, there are some features that the industry has basically reached consensus. For example, it is generally believed that the peak network speed of 5G networks should reach 10 Gbps or more, and the network transmission speed should be about 10~100 faster than 4G. Times, at the same time, the network latency has been shortened from 50 mph in 4G to 1 millisecond to meet the network connectivity of the order of 100 billion. The energy consumption per bit of the entire mobile network is reduced by 1000 times. For the mass users, 5G band The most intuitive experience will be the great improvement of the speed. The current 4G/LTE peak transmission rate reaches 100M per second, and the 5G peak rate will reach Secondly, 10G. For example, downloading a movie on LTE network may take 1 minute, and downloading a high-definition (HD) movie on 5G takes only 1 second, which means blinking time. With regard to the upcoming 5G communications network technology innovation, what efforts has Huawei made?
2.3.1 Planning for forethought
Hu Houkun, CEO of Huawei, once pointed out at a conference that Huawei was a catcher in the 2G and 3G eras, and that the 4G era achieved the same status as foreign giants. In the 5G era, Huawei will strive to become a global leader. 'If Hu Houkun's The above statement represents Huawei's position on Huawei's role in 5G technology innovation. Huawei's "Network 2020 White Paper" published in 2015 indicates the direction for Huawei to promote the development of its operator business. It is based on the experience of ROADS. , planning in multiple dimensions such as network, architecture, operations, and business, to help customers start digital transformation. In other words, ROADS experience has become the core concept of end-user demand standards: where R stands for real-time, O Representative on-demand, A for ALL-online, D for DIY, and S for digital social services. In addition, Network 2020 White Paper backs Huawei to 5G networks. Technical innovations in the technical field have created a very clear road map. According to this roadmap, Huawei will invest US$600 million in R&D until 2017; in 2018 Huawei will jointly launched with partners 5G trial commercial network; to promote the industrial chain and completed interoperability testing in 2019; in 2020 5G technology official business.
2.3.2 Reckless and aggressive action
It is precisely in accordance with the above-mentioned thinking that Huawei has decisively invested in 5G technology innovation and has made steady progress. For example, Huawei started the 5G research work as early as in 2009 and has invested more than 1,000 experts and so far. Engineers have set up 11 5G research centers in France, USA, Canada, Germany, Russia, Sweden, Chengdu, Shanghai, Beijing, Shenzhen, Hangzhou, etc. to fully integrate the best R&D resources in the world. Another example: In 2015, Huawei and the 5G Innovation Center of the University of Surrey in the UK (5GIC) announced the launch of the world’s first 5G communication technology test bed; in addition, in 2016, Huawei announced an agreement with NTT DOCOMO, Japan’s largest mobile service provider, in China and Japan conducted a 5G joint field test to verify the key technologies of the new air interface; among them, a 5G field test in Yokohama conducted in November, with a total throughput rate of 11.29 Gbps and a time delay of less than 0.5 milliseconds. Huawei also signed a contract with the Russian telecom operator MegaFon. Agreement to build the 5G trial network in advance in 2018. On November 20, 2016, the Australian operator Optus announced that In collaboration with Huawei completed the 5G network test. Single-user downlink rate of more than 35Gbps. Earlier, fellow Australian operator Telstra and Ericsson in September 2016 also 5G test network of cooperation, to achieve single-user downlink peak to 10Gbps.
2.3.3 Accumulation of deep deposits
Huawei's 5G technology innovation has been able to advance steadily, and has continuously achieved breakthrough results. To a large extent, it has benefited from the accumulation of patents accumulated by the company. As of December 31, 2015, Huawei has obtained a total of 50,377 patents. Accumulatively applied for 52,550 Chinese patents and cumulatively applied for 30,613 foreign patents. Among them, more than 90% of patents were invention patents. In addition, on dozens of 5G candidate technologies such as F-OFDM and SCMA, Huawei has filed patents both at home and abroad. Application, and has been partially authorized.
2.3.4 The obvious contribution
As a major technical contributor to SDN, Huawei fully participates in actively promoting the standardization process of SDN. In standards organizations such as ONF, IETF, and ETSI-NFV, Huawei is not only the largest supplier of key contributions, but also sends experts to undertake multiple tasks. The group's important positions. At the same time, Huawei is also a founding member of the SDN/NFV Industry Alliance, and ONOS is a founding member of the Open Source Project.
2.3.5 Water harvesting
In mid-November 2016, at the 87th meeting of 3GPPRAN1, the 5G key technologies such as polar code coding promoted by China were eventually adopted by 3GPP and became the coding schemes for uplink and downlink (eMBB scenarios) of 5G control channels; At the same time, LDPC (Low-Density Parity-Check Code) proposed by Qualcomm has become a coding scheme for 5G data channels. The author believes that Huawei's achievements in leading global 5G technology standards can be achieved in the same way as Huawei’s in recent years. The concept of open cooperation is inseparable. It can be seen from the speech of Hu Houkun, CEO of Huawei during the World Mobile Communications Conference (MWC) held in Shanghai in June 2016. It can be seen during the World Mobile Communications Conference (MWC) held in Shanghai in June 2016. Hu Houkun, Huawei's rotating CEO, stated: 'In the past, a leading standard was not applicable in the 5G era. It requires extensive cooperation and dialogue among various industries. Through cross-industry communication and cooperation, we can better understand the application of different industries to 5G communications. The demand of the network, especially those with common needs, can better define the 5G standard and use the application requirements of various industries to promote Into 5G technology innovation. '
In summary, if the introduction of the fourth-generation base station products represented by SingleRAN shows that Huawei is leading and building industry technical standards with certain contingency and spontaneity, then Huawei LTE Advanced Pro as a 4.5G network technology standard Recognized by the 3GPP, it shows that Huawei has shown more awareness and initiative in the field of leading and creating industry labeling, but subjective is still dominated by the ideas and concepts of being singles. In 2016, Huawei was at 5G. Breakthroughs in the creation of technical standards for the Internet industry are not only a major victory for Huawei in its continuous innovation and unremitting research and development investment, but also a sign of Huawei's great success in the concept of win-win cooperation and industrial eco-building. 3, the role of Huawei's standardization strategy
3.1 Strongly Supports the Sustained and Stable Growth of Business Performance
Over the past 10 years, Huawei's main business revenue has continued to grow steadily. The following histograms more intuitively show Huawei's sales revenue growth trend for the past 11 years (Y-axis sales revenue is in units of US$ billion). This is the period when Huawei's standardization has progressed the most. This shows to some extent that the effective promotion of the standardization strategy has effectively supported Huawei's sustained and stable business performance.
As we all know, Huawei is one of the most globalized business organizations among Chinese companies. It mainly embodies the global business layout, the globalized R&D system, the globalized material and service procurement system, the globalized supply chain layout, and the globalization Human resources deployment and capacity development system, global partners. For example, in terms of business layout, Huawei's ICT products and solutions have supported the daily operation of more than 1,500 networks worldwide, covering more than 170 countries around the world. Each country has a global population of 3 billion people. Based on this, Huawei proposes the vision of 'everyone has communication' and 'everyone has broadband'. It is determined to bridge the digital divide on a global scale and will connect the global population of 4.4 billion people who are not connected to the world. In addition, in terms of business, in 2015 sales revenue of 395 billion yuan, the proportion of revenue from overseas sales was as high as 58%. This also proves the achievements of Huawei's global business expansion from one aspect. Again, for example, In order to gather the world's most technological talent and form R&D sites covering the entire industrial chain of ICT, Huawei has established 16 research and development projects around the world. , and with the world's top operators and other partners to jointly establish 36 joint innovation centers. From Bristol, UK, to scientific and technological innovation, from France, Paris, France The Silicon Valley in the United States, where software development has taken off, has evolved from Russia, where mathematics algorithms are masters, to Japan, where process improvement has improved. Huawei has invested heavily in building research centers and innovation centers throughout the world relying on the advantages of local scientific research and technical personnel. For another example, in order to ensure the quality of Huawei's ICT infrastructure and solutions and provide products, services and services that are safe, efficient, and customer-friendly, Huawei has established a very strict global procurement system. In 2015, for example, the amount of Huawei's procurement in mainland China It only accounts for about 30% of its global purchases of materials, software and services, and the rest are from all over the world. Among them, chips, software, micro-computers, servers, storage, and other high-tech components purchased from the United States, Accounted for approximately 32% of Huawei's global purchases.
In short, with the above-mentioned six-digit global strategic deployment, Huawei has not only become a leader in the Chinese companies that have benefited the most in the process of economic globalization, but also has become a courage to globalize strategy and business development. A small number of world-class industry leaders. The legend of Huawei's performance growth is inextricably linked to Huawei's global business layout. However, the smooth promotion of Huawei's globalization strategy is inextricably linked to Huawei's high attention to standardization. The company began its internal management system reform in 1997 with the standardization and standardization orientation of the company. Huawei's global layout that is in line with the world cannot achieve such success.
3.3 Effectively promote continuous optimization of modern enterprise management
Ren Zhengfei, the founder of Huawei, has repeatedly referred to Huawei's internal management standardization process, likened to 'cutting the foot' and wearing 'American shoes'. He once pointed out: 'Huawei's internal control system is to wear American shoes without patching'. Huawei The internal management reforms should follow the trilogy of “preliminary rigidity, post-optimization, and then solidification.” It was these “American shoes” that the Chinese people were beginning to wear very uncomfortable. They instigated Huawei to gradually complete standardized and standardized management. Change. Ren Zhengfei also has a widely circulated word: 'Building the Great Wall of China with American Bricks'. According to the author's personal understanding, if Huawei aims to build a 'connected world' where all things can be connected and connected (All Connected World) ) The beautiful vision is likened to the construction of a new Great Wall. The basic products or modules (such as integrated circuit boards or other general parts) that constitute the underlying cells of Huawei's products and services must be produced in any place or corner of the world. It is a 'standardized product' (U.S. brick) that meets international standards. The product that ultimately meets the needs of different customers is just different parties to these components or modules. Assembly and integration of it. In addition, Huawei's modern enterprise management, must be based on each management processes and standardization of the above.
In short, the effective implementation of the standardization concept and strategy has effectively promoted the continuous optimization of Huawei's modernized management. This optimized management has effectively guaranteed the effective promotion of Huawei’s global strategy and effectively protected Huawei’s global business. Rapid growth.
3.4 Huawei's standardization strategy has solidly promoted the 'cooperation and win-win' industry ecosystem construction.
The formulation and implementation of ICT global industry standards depends on the active participation and cooperation of all stakeholders in the industry. 3G and 4G development experience shows that the fragmentation of industry standards and the lack of uniform standards will prolong the commercial cycle of new ICT technologies. The more standards, the longer the relevant technology business cycle. 3G network technology, due to the existence of three different standards (CDMA2000, TD-SCDMA and WCDMA), 11 years to achieve commercial scale. 4G network technology, there are two standards (TD-LTE And FDD-LTE), 6 years to achieve commercial scale. It is impossible for any one company to dominate all standards. Collisions and open cooperation in various standards organizations are conducive to the unification of global industry standards and prevent the fragmentation of industry standards. Achieve large-scale commercialization at an early date. Huawei adheres to the concept of 'win-win cooperation' and actively promotes the construction of the industry's ecosystem by actively participating in the formulation of global industry standards sponsored by industry organizations such as 3GPP. Huawei believes this is conducive to the sustainable development of the entire industry.
3.5 Greatly enhance the positive image of corporate leaders
Prior to the introduction of IBM's internal company standardization management, Ren Zhengfei had humorously turned to black: 'Huawei is a group of Tujialu coming out of a group of Qingsha, and is also used to burying a mine. The work style of a bucket house is not accustomed to professionalism. Formalization, templatization, and standardized management. Duplicate labor, overlapping management areas are many, this is the source of inefficiency. ' After years of huge investment and continuous transformation, Huawei is now a company that has achieved internal management process management. Standardization and standardization are institutional guarantees for the smooth progress of Huawei's internationalization strategy and continued growth of global revenue. It can be said that without the continuous efforts of standardization, it will not be possible to achieve a huge transformation from Tujia Road to the regular army; it will leave standardization unremittingly. Investing, it is impossible to realize the magnificent turning of the earth gun to the aircraft carrier. 4, Analysis of the reasons for the smooth implementation of Huawei's standardization strategy The reason why Huawei's standardization strategy has achieved such success is not accidental, nor is it an overnight success. According to the author's observation, the reason why Huawei succeeded in leading the formulation of global industry standards was mainly due to the combined effect of the following five factors. .
4.1 Unswervingly and consistently investing in innovation is the technical guarantee for the smooth progress of Huawei's standardization strategy
Over the past few years, Huawei’s tremendous success in participating in the formulation of global industry standards has clearly been due to its persistent and consistent technology accumulation. Behind all this is Huawei’s unwavering commitment to innovation and innovation. For decades, Huawei's huge investment in technology research and development has been a huge investment, which is obvious to all, and it is also very rare among domestic companies. Within the world, Huawei’s R&D investment ratio can also be regarded as one of the best. According to the “Huawei Basic Law”, annual Of the total sales, Huawei's annual investment in R&D must not be less than 10% of the total sales in the current year. In fact, Huawei's R&D investment has exceeded 10% in recent years. The 2015 annual report shows that Huawei’s R&D investment accounted for that year. The proportion of sales revenue even exceeds 15%. During the 11 years from 2005 to 2015, Huawei’s accumulated total amount of innovation and R&D investment has reached a huge amount of RMB 240 billion. The following icon shows that Huawei’s overseas sales revenue exceeds The year-by-year innovation and R&D investment of China's domestic sales revenue from 2006 to 2016.
In short, the constant investment in research and development over the past several decades has provided a strong material guarantee for Huawei to transform its role as a follower of international standards in the industry to a leader in global standards for the industry.
4.2 The company attaches great importance to it from beginning to end. It is a strategic guarantee for the smooth progress of Huawei's standardization strategy.
Actively participating in the global standardization industry organization to promote the development of the entire ICT industry is a strategic task that Huawei is constantly working on. The driving force behind this work is to: Protect market access, build global brands, support interconnection, and improve R&D quality. The ultimate goal is to become an important contributor to ICT industry standards and industrial development, to build a win-win industrial chain and ecosystem, and share market interests with industry peers.
4.3 The construction of a full-time team rooted in each business unit is an organizational guarantee for the smooth progress of Huawei's standardized battle.
In order to achieve the above goals, Huawei has set up a direct organization called 'Standards and Industry' at the group level to coordinate the standardization of Huawei's affairs. In addition, a standard patent is set up in each business segment (Big BG). Ministry and Industry Development Working Group. As of now, Huawei has more than 450 full-time professionals engaged in standards and industry organizations, forming a group of experts with high technical standards and stable standards work.
4.4 The integration of the top talents in the industry combined with internal training and external introduction is the guarantee for the smooth progress of Huawei's standardization strategy.
First of all, the company’s overall reasonable talent structure and employment strategy ensured that the company’s talent resources in the standardization field were adequate. Secondly, the timely recruitment of the world’s top standardization talents effectively filled Huawei’s shortcomings in standardizing leading talent. It should be noted that With Huawei's business development and Huawei's contribution in the standardization field being recognized by industry insiders, Huawei has also become easier to recruit top talents in participating in global industry standard setting, and the timely recruitment of these top global standardization personnel has become easier. This effectively fills the shortcomings of Huawei's leading talents in the field of standardization, making it possible for Huawei to become one of the leading companies with a significant say in the development of global standards in the ICT industry in a relatively short period of time. 5 Conclusion To sum up, the road to standardization of internal and external self-sufficiency has enabled Huawei to grow from small to large, from big to strong, from small companies that have never been seen to global giants and become a leader in the industry. It will surely lead Huawei to lead the industry to a more brilliant future. However, the successful road to Huawei's standardization strategy is not all the way. Huawei's case of leading global industry standards fully demonstrates that after a long period of exploration and exploration, Huawei has taken the standardization. Conscious approach. Huawei's ability to lead the development of global standards for 5G network technology has been able to achieve a major breakthrough. This is due to Huawei's deep planning and development, vigorous and vigorous implementation of strategy, profound technical accumulation, and its achievements. And the contributions have attracted worldwide attention. Although the 5G technology standards have not yet been finalized, who is the ultimate winner has not been determined, but at present, it seems that Chinese companies have no say in the field of global industry standards, the era is gone, Huawei is The representative Chinese companies not only have a place in the establishment of 5G network technology standards, but also to some extent In the lead role, achievements are the highlight of the world, and contributions are obvious to all. It is even more commendable that Huawei has joined the competition to develop the 5G network technology standard setting right, not only in its own laboratory, but also at the industry level. This shows that cooperation and win-win have already begun to become Huawei's new genes, and the significance of this point is undoubtedly valuable and crucial for the sustainable development of the global high-tech industry. Of course, Huawei is in the field of 5G networks. The tremendous success achieved in the standardized areas within the company is not only a result of the strategic needs of meeting Huawei's global business deployment, but also a long-term result of Huawei's unwavering commitment to innovation. At the same time, Huawei's standardization strategy has been successful. Advancing, and Huawei's R&D personnel are intensive, and the human resource management system with incentive and restraint mechanisms in place is inseparable. Although Huawei's road to standardization and internationalization has a unique struggle for individuality and cultural genes, the stones of other hills can be exploited. Huawei In the process of advancing the standardization process, we focus on the pipeline, accumulate thick and steady, and strive to be inclusive and open-minded. Undoubtedly, it is the core experience that Chinese companies can make great strides in standardization and internationalization. Of course, they must successfully replicate the ethos that promotes Huawei's continuous improvement from victory to victory in all aspects of corporate sustainable development. Not easy!