基于数据价值链的项目型企业数字化转型路径研究——以华为ISDP变革为例

Digital Transformation Path of Project-oriented Enterprise Based on Data Value Chain: A Case Study of Huawei’s ISDP Reform Project

数字经济深入推进使数字化转型成为企业发展的必然选择。针对传统项目型企业转型落后问题,构建项目型企业数字化转型路径,以华为公司项目数字化交付平台(ISDP)变革项目为例,基于数据价值链视角深入剖析企业在数字化转型时所面临的组织管理挑战和数据资源挑战,梳理华为基于ISDP变革的数字化转型内容。在此基础上,提出融合全域数据、规范数据标准、集成应用技术、释放数据价值四阶段路径,并建议项目型企业采用“构建业主—项目型企业—项目部数字纽带”“统一项目分解结构和编码体系”等方法进行变革转型,实现项目标准化,以期对项目型企业数字化转型理论和管理实践有所启示。

The in-depth advancement of the digital economy has made digital transformation an inevitable choice for enterprise development. However, compared with the vigorous development of the digital economy in the whole society, the pace of digitalization of many traditional project-oriented enterprises(such as construction companies, design institutes and cost consulting companies) lags far behind the companies in different fields. It is commonly seen that in these enterprises, the digital systems are usually not suitable for flexible project organizations, and there are isolated information islands and disconnected system data, which make it difficult in integrating digitalization with actual business. In recent years, many scholars have conducted rich research on the digital transformation of enterprises. Most of the research discuss the connotation, construction model and implementation path of digital transformation in the scenario of operation-oriented enterprises. Since project-oriented enterprises provide non-standardized, unique and one-off products according to the individual needs of customers, the resource arrangement of enterprises is based on temporary project tasks. Therefore, the digital transformation path of operation-oriented enterprises cannot be simply applied to project-oriented enterprises. How to formulate the digital transformation path based on the uniqueness of project-oriented enterprises is still worthy of in-depth discussion. The data value chain theory describes the full life cycle of data from data generation to knowledge creation, and has certain applicability for guiding enterprises to carry out digital transformation. At present, most research on digital transformation starts from the production link of enterprises, and discusses how data interacts with production factors to create new economic value. However, few studies use the data value chain theory to analyze the process of transformation and upgrading of project-oriented enterprises.Considering the insufficiency of existing theories and the reality of backward transformation of traditional project-oriented enterprises, this study explores the path framework of digital transformation of project-oriented enterprises. Firstly, it takes Huawei’s integrated service delivery platform(ISDP) transformation project as a case, and identifies the organization and management challenges and data resource challenges faced by enterprises in digital transformation from the perspective of the data value chain. The challenges of organizational management mainly include the low degree of management standardization and the low level of integrated management. The challenges of data resources mainly include low data comparability, serious information loss, dynamic data changes, data pollution and incomplete data. Secondly, this study analyzes the process of Huawei’s digital transformation. Huawei fully integrates project-related data by building data links during the data discovery phase;and in the data integration stage, the data is decomposed and effectively encoded. In different application scenarios, different data in the enterprise data lake can be extracted for subject connection. Huawei comprehensively uses various digital technologies to improve the ability to create value from data, thereby creating more value at the project team, enterprise and ecological levels.On this basis, a four-phase path of "integration of global data, standardization of data standards, integration of application technology, and release of data value" is proposed. It is recommended that project-oriented enterprises should build the data link with the owner and project management apartment. The owner should put forward specific requirements for the digitalization work during the bidding process, and consider the investment and technical reserves related to digitalization. Project-oriented enterprises should standardize the collection, collation, storage and analysis of project data. Functional management at the project level can also be supported through integrated digital resources at the enterprise level. What’s more, methods such as "project’s decomposition structure and coding system" are highlighted to achieve project standardization, and project-oriented enterprises need to build an enterprise-level visualized and intelligently integrated project management platform to manage the entire life cycle of project initiation, planning, execution, monitoring and closing. On the basis of the above work, project-oriented enterprises can realize value creation at three levels of project, enterprise and ecology.This paper makes theoretical contributions in two aspects. It theoretically explains the organizational management and data resource problems faced by project-oriented enterprises in the context of transformation;and then it proposes a transformation path for the above problems from the perspective of the data value chain. The paper promotes the literature dialogue in two fields of project organization management and data governance, and has important theoretical value for project-oriented enterprises’ digital transformation.