Huawei Collaborates with Intel to Bring New IT Solutions to the Global Market Shanghai, China, Sep 5th, 2012- At Huawei Cloud Congress 2012 (HCC2012), Huawei, a leading global information and communications technology (ICT) solutions provider, announced the signing of a Memorandum of Understanding (MoU) with Intel Corporation signaling the will of both companies to strategically cooperate in enhancing joint engineering efforts and bringing new IT solutions to the market. The collaboration will include enhancing engineering cooperation and building competitive products and solutions for server, storage, data center and cloud computing as well as jointly going to market in China and other geographic areas. The combined advantages of both Intel and Huawei promises to bring significant value to customers in various industries by delivering compelling information technology that provides customers
with new user experiences that can produce business return. The aim of this MoU is to strengthen and highlight the continued focus on server, storage, data center and cloud computing products, and to share market development efforts, synchronize future strategies and shorten product development cycles. This will be done through improving solution alignment and joint innovation so that the time to deliver the right solution to customers can be shortened. As strategic partner in IT solutions, Intel strongly supports Huawei IT group’s growth capability, solution development, and channel promotion which have already led to a break through this year in high-end servers. Huawei launched 4 Tecal V2 highend servers based on Intel® Xeon® processors E7 product families and Intel® Xeon® processors E5 product families in July.
“Intel leads in computing innovation, and builds advanced platforms for server, cloud computing, storage and data center solutions,”said Ian Yang, Intel corporate vice president and China president. “The strategic MoU between Intel and Huawei will bring the cooperation to a new level. The key advantage for both companies is the ability to bring new innovative product and usage models to market.” “Huawei has strong capability in server, storage, data center and cloud computing,” said Mr. Zheng Yelai, President of Huawei IT product line. “We have had an excellent collaboration over the past ten years with Intel. The strategic global cooperation MoU on IT will only help to strengthen the Huawei and Intel relationship, and allow us both to innovate around customer demand – providing more efficient, more valuable ICT solutions to our customers.” (By Wang Zhen/HQ)
Issue 242 September 29, 2012 Editor-in-Chief Catherine Cao (email@example.com)
Managing Editor Fred Zuo (firstname.lastname@example.org)
George Zhang (email@example.com)
Huawei Technologies Huawei Industrial Base, Bantian, Longgang, Shenzhen 518129, P.R.C. Tel: +86 (755) 28562203 Fax: +86 (755) 28562706 Email: firstname.lastname@example.org
Available ln-house Free of Charge The information contained in this document is for reference only, and is subject to change or withdrawal according to specific customer requirements and conditions. Copyright 2012 Huawei Technologies Co., Ltd. All rights reserved. Reproduction in whole or in part without written permission is prohibited.
Cover: On Pipe Strategy
On Pipe Strategy
4 6 8 9 10
STORIES OF HUAWEI PEOPLE
12 13 14 15 16 17 18
Rome Wasn’t Built in a Day Loving Your Journey An Authentic and Complete African Experience Growing with Angola CSO Team We Are a United and Dedicated Team
HUAWEI WORLDWIDE CORE VALUES Integrity
On the Way to Understand Huawei’s Core Values Dedication-Overcoming Challenges PHOTO STORY EURO 2012-Wonderful Because of You Broader Way CSR The Zebras Are Superheroes Internship Program at Huawei Uganda Breeds Huge Success to Makerere University
19 22 23 24 25 27 28 29 30
Huawei Draws a Smile on Egyptian Faces Huawei Germany Donated Laptops to Labdoo.org AROUND THE GLOBE Saudi Huawei IFTAR 2012 West Africa First Ever HALP Training My Diary of InterOP Exhibition The Pioneer Has Emerged! Huawei at the Career Fair of University Johannesburg INSIGHTS FROM INDIA Learning is Fun and Mobile Leaders Interaction Program
31 33 34 35 36
Viewpoint Is the Customer Always Right? CARICATURE LEARNING A Reflection: Teaching English POEM PHOTO GALLERY Amazing Czech
Contributions and Feedback
An informative and inspiring Huawei People magazine needs your continual contributions and feedback. Please feel free to submit your department's news & events, achievements of your BU, stories of your team and your co-workers, photos, prose and poetry, and your comments, to the editors at email@example.com. If your contribution includes excerpt from other sources, please indicate. The deadline for submissions is the 5th of the month for publication.
On Pipe Strategy By Xu Zhijun, EVP of Huawei Technologies
Companies choose to position themselves differently in the global ICT (Information and Communications Technology) ecosystem. Some focus on chips, some on basic software, some on consumer devices, some on content, and others on service operation. Huawei, however, chooses to focus on the pipe. And by pipe we mean an information pipe system that is oriented around technology and sector (the ICT sector). China’s water system makes for an effective analogy. Network devices can be thought of as the taps. When the tap is open, water ﬂows through, with information generated and consumed. Enterprise networks are like the tributaries or urban water supply systems while enterprise data centers function as reservoirs. If these intermediate waterways are broad and uncluttered, more water can be channeled into the main pipe. Mobile and ﬁxed broadband networks (MBB and FBB) are the principal rivers, like the Yellow and Yangtze, while data center solutions function as ﬂood basins such as Dongting Lake. And ﬁnally, the backbone network is the Paciﬁc Ocean. Together, these elements form a complete pipeline that encompasses the generation, aggregation, transmission, and switching of information, all the way to an “Information Paciﬁc.” In this system, the services business also takes a part as it helps manage, maintain, and optimize the entire pipe network so that it runs smoothly.
IP Video and SDP (Service Delivery Platform) both facilitate pipe enlargement, while the BSS (Business Support System) enables pipe operation and service billing. Network power systems get the ﬂow started and keep it moving. All have a role to play in this pipe network. Huawei's purpose is very clear; we choose to focus unswervingly on the pipe. It is our primary area of future investment, which will include efforts in pipe enlargement, billing, management, and maintenance. We will not, however, invest in the content itself. At Huawei, we endorse the idea of "broadband for all." We are working towards a zero-wait customer experience that features both high bandwidth and service diversity. We also actively support and participate in the cloud and M2M ecosystem. Everything that we do will be about making the pipe wider in itself and ubiquitous in its coverage, making our potential market as large as it can be. Huawei's pipe strategy is a focused one. For consumers, we only provide network devices that generate and consume trafﬁc; non-networked devices are not our business. For enterprises and industry verticals, we are a provider of ICT infrastructure for integration by our partners; we will not develop industry-speciﬁc application software. For carrier networks, our focus is architecture, from end to end, so that a high-caliber pipe that channels surging trafﬁc is achieved. The objective of carrier network solutions is to deliver a zero-wait experience with high bandwidth and a variety of services. Even within the pipe system, we have to further narrow our focus. Our investment cannot be distributed evenly. The crucial areas must be determined, and for Huawei they are MBB, FBB, and the backbone network. Their continued investment is critical if we are to make the breakthroughs needed to achieve global leadership. Under the existing business architecture, our three BGs provide ICT solutions to different customer segments - carriers, enterprises/industries, and consumers. However, network devices, enterprise networks, carrier networks, and data center solutions are closely linked and complement one another. Also, technologies used across segments are vertically integrated and can all be traced to the same origin, the digital logic design. Wireless technologies are used for both base stations on carrier networks and handsets used by consumers, while IT technologies are applied to both enterprise servers and specialized equipment (e.g., MSC and HLR) on carrier networks. The integration and sharing of technologies makes it possible for us to multiply the return on investment in a certain technology and substantially reduce our cost. From this perspective, there are two driving forces that fuel our company’s development. One is customer need, which lies at the core of every solution that we deliver, thus moving our company forward; the other is technology, in that constant technical evolution brings a better experience and reduced cost, propelling the industry ahead. These two drivers are interdependent and complementary; neither can be ignored. Our pipe strategy, which directs the company’s business more from a technology & sector perspective, is less oriented around a certain type of customer. Return on investment and serving the market at large also become part of the objectives. Things change, so do customer needs; both lead to an ever shifting customer base. While carriers will certainly continue to invest in the pipe, the Internet service providers could possibly build their own large-scale pipe systems; enterprises and industry verticals will accelerate their ICT investments as well. Huawei continues to focus on the customer through the quality that we provide and the services that we deliver, to all customers who need a pipe and can build win-win relationships with Huawei. Huawei’s pipe strategy is the company’s core, and the pipe business will remain our focus. As the digital ﬂood approaches, we commit ourselves to enhanced pipe capacity, strengthened pipe enablers, and optimized pipe management, to deliver ever wider and more ubiquitous pipes, and an even better user experience. Huawei is striving to build a connected society with endless possibilities - a society where our life and work are greatly enriched, made easier through communication.
Rome Wasn't Built in a Day Interview with Giancarlo Pastano, Senior Contract Manager and Head of Contract Management for Italy & Switzerland RO and one of the ﬁrst member as professional advisor of the SWAT team Interviewer: What was the business scenario like when you joined Huawei? I joined Huawei in April 2008. At that time Huawei had entered the Italian market for almost 3 years, and the business scenario was quite simple. Our business was made up for 80% by terminal sales, and we had only one network project – the 2G&3G UTRAN project with T. Chinese and local staff together did not reach 200 people, and we had no stable organization, no clear procedures, no customized IT tools… Everything was new and challenging, especially compared to my previous working experience.
Interviewer: Before Huawei, you have worked for several years in S. What made you choose a company as Huawei?
When Giancarlo joined Huawei in early 2008, Contract Support Ofﬁce was not even born. At that time, the dept was called PO Ofﬁce, and only 4 people handled everything from PO registration to billing for all Italian and Swiss customers. Four years later, Italy was the ﬁrst Rep. Ofﬁce in WEU Region which ofﬁcially built an experts pool in Contract Management. Giancarlo was awarded Excellent Contract Manager by HQ CSO for two consecutive years (2010 and 2011) and was in the ﬁrst group of Contract Manager which have been granted level-5 C&Q in global CSO in 2012.
Yes, my ﬁrst experience in the TLC (telecom communication) business was in S. As you can imagine, that was a totally different environment: very structured and mature, with stable and well-designed processes. I learned a lot during my years in S, but ﬁnally I felt I needed to test myself in a more dynamic company, and that is where Huawei came in. Do not think that was an easy leap! Back then, Huawei was full of potential and had a very aggressive strategy aimed at breaking-through the Italian market, but its market share was still very small compared with main competitors. But as I said: “If you can't stand the heat, get out of the kitchen!”
Interviewer: Since 2008, Huawei has experienced a spectacular growth in the Italian market, and you have somehow witnessed such growth. Can you tell us the most interesting projects you have been involved in? Well, at the beginning I was mainly busy in cleaning up the critical situation we had with T, which as I mentioned was our biggest customer in the early stage. When I joined Huawei, PO were received on paper hardcopies and processed manually into excel sheets. Billing and cash collection were also seriously affected: 40% of the PO were uninvoiced, and 20-30% of the invoices were overdue because the payment was not tracked correctly. In April 2008, Huawei signed an agreement with T in order to start using a web-based portal where the customer published PO and Acceptance documents, which increased signiﬁcantly our efﬁciency. Even more, in August 2009 we launched a B2B solution called CNC, which integrated our IT system with one of the customers. Since then, we
STORIES OF HUAWEI PEOPLE
are able to receive PO and acceptance documents directly in our system, and when an invoice was issued in Huawei system, customer received it directly. By the end of 2009 we had the whole business with T under full control and there was no uninvoiced amount any more. I consider this as a ﬁrst great achievement.
Interviewer: What was the following step? In 2010 we started an important swap project with W, and I was involved in the contract negotiation on many aspects related to AR cycle, from PO to cash collection. Part of the agreement was the free of charge supply to W the equipment for the swap sites. In the same year, I negotiated advanced payment agreements with two customers, L and R, with positive impact on our cash in ﬂow. Back then, I was still the only Contract Manager among the Italy staff, and had handled basically all the customers in a continuously growing business. Not an easy task.
Interviewer: When was the Contract Management Ofﬁce (CMO) set up then? We can say it was not before April 2011 that a real CMO was set up. At global level, the target was to set up a Contract Management Organization within the ﬁrst half of 2012, and within Italy CSO Department We managed to reach this target one year in advance. The ﬁrst step was the recruitment: Senior Contract Managers were recruited to work on T and W respectively, and a Contract Fulﬁllment Manager to monitor the V swap project. Afterwards, I had to deﬁne targets, KPI and operational processes at department/BU level. My purpose was to improve coordination among the projects, share best practices, develop CM competences, standardize processes and allocate resources efﬁciently.. With new Contract Managers on board, the quality on contract management increased quickly. I could focus on V that had gradually grown to be our key customer. I took part in the pre-sales activities for projects like S swap, Nationwide Swap, BNG and BAN projects. BAN project has been recently awarded as strategic project for the breakthrough in V ﬁxed network and for the excellent
Interviewer: You were chosen as the only delegate for global CSO at the PMS (Project Management Summit) that was held in Shenzhen in March 2011, meaning that you were regarded as a top class professional at global level. If you summarize it in a sentence, what do you think is the most valuable expertise you are bringing to Huawei?
Being chosen as delegate to PMS in HQ was a great honor indeed. I hinted at the fact that I was involved in the pre-sales activities for many important projects. I strongly believe that the role of a Contract Manager should not be limited to post-sales issues of contract execution like change and risk management. A good Contract Manager should ensure that a good contract is signed with customers. The trend we have in place in Italy is bringing Contract Managers close to Contract&Negotiation Dept. in a functional way. Anticipating possible execution problems in the negotiation phase can avoid big impacts after the contract is signed. I think this inclusive view of my role is bringing interesting results.
Interviewer: You are in charge of a broad set of activities. What is the most interesting aspect of your job? I like the fact that in Huawei I can have an E2E visibility over the life of projects, from bidding through execution up to closure. This is very stimulating.
(By West Europe Region)
Some three years ago, I packed a few things, said goodbye to my family, and came to the wild land of Africa, and embarked on a journey to the Eastern and Southern Africa Region, a land of 26 countries. Like everyone else fresh to the Region, I started to paint some real colors spending some time of our life on this land, with our hope, dream and love for our families. Our stories here eventually will fade over the years, but what will remain unchanged is the memory this land leaves in our hearts.
Loving Your Journey Africa, a Land of beauty and variety Eastern and Southern Africa is made up of magniﬁcent and mysterious paintings full of vigor and actions. The grand Maasai Mara game reserve, hordes of wildlife, splendid Mount Kilimanjaro, clear azure sky and bright night sky ﬁlled with crystal clear stars in Malawi. These images, together with African music come from deep under the ground, broaden one's horizons. In most parts of Eastern and Southern Africa, you will see lessdeveloped areas. I didn't know the meaning of destitute till I came across a village here. There was no real furniture in a shabby shanty that I entered. The bed was a piece of cloth
on the ground, and the window was a hole on the wall. There was a brick stove in the house, and some crude kitchenware scattered on the ground. If they cook, the whole room would be ﬁlled with fumes that took hours to go away. It was dusk hour, so the women were preparing dinner. I saw serenity and happiness on their faces as the setting sun shone on them. It was traditional African wedding when the whole family or even the whole tribe gathered together. They were singing and dancing happily, and the food was simple. On every table, there was a big bowl of what they called 'greasy rice', which looked similar to the fried rice (Chaw Fan). It had some vegetable and meat all scrambled together. When people joined the table, they would use their
hands to grab some, made a rice ball and then ate while they were chatting. I was moved by their warm welcome, and I grabbed a bite too. My African friends were excited about my attempt. When I took out the camera, many children would ﬂock in front of the camera asking to join with a Chinese in the picture. Their innocent smiling faces would always lift your spirit. In South Africa, there is Johannesburg, a thriving economic center of Africa, the beautiful tourist attraction of Cape Town, and the nice little George Town. You can’t even feel that you are in Africa, because the infrastructure, civic service and order are not worse than many European countries. When you walk on the street of Mauritius, the charming Pearl on the sea, and shop in the stylish Malls,
STORIES OF HUAWEI PEOPLE
you feel like you are in Malaysia or Singapore, because 90% people here are Indian, Pakistani, Malaysian or Chinese descendants. On the west bank of Africa, you will see many European-style towns in Namibia. If you live in Nairobi for a few months, you will see what it means to have spring the whole year around; it has best climate in the whole world. In Luanda, the capital city of Angola, it's like Shenzhen in 1980s and 90s, because construction is going on everywhere, and every once in a while you will notice some changes. One colleague told me a story. A subcontractor of a Huawei TK project had a trafﬁc accident at night. It was a rather serious. When the ambulance arrived they all accompanied the man to the hospital, and the wrecked car was left on the scene with some valuable things such as camera inside. It was not until the next day that someone thought about it and hurried there. When they arrived there, they saw someone by the car, and thought that it could have been stolen many times. But when they actually approached, they found that the man actually had been guarding the car for the whole night because he knew someone would later come looking for these things. Africa is a land of miracles. Here the people live happily and simply, disregarding poverty, illness, or short lifespan. If you look through their clear eyes, you see purity inside their heart. You will realize what happiness is and that is the real happiness you seek.
The power of persistence Every Huawei employee here in Eastern and Southern Africa had their tough time before. New employees or those newly re-located in the regions would bump into all kinds of issues under enormous pressure from the project and during the course of familiarizing themselves with the process and regulations. Seasoned staff might feel lonely during their ﬁrst days in regions, but for me, my problem was language barrier and cross-cultural understanding. During the 1000+ days in South Africa, one thing that I kept on was jogging. I jogged a few miles almost every day, and would listen to the radio learning some English, understanding the local culture and making my thoughts clear for the day. After three years, jogging helped me keep ﬁt. My English was improved. I found many topics when chatting with the customers, and this helped bring us closer. Those who joined Huawei may not be very much different competency-wise, but their future growth depends very much on persistence and setting up a target. Running a few miles once may not be that difﬁcult, sparing some time to read some New Concept English is even easier, but keeping doing that for a thousand days, you will realize many things are not that hard to reach ﬁnally. Persistence and diligence give you great power. When we set up a goal and run toward it, making some effort every day and not giving up no matter what happens, we will ﬁnd that the goal is reached over a course of
time. And the tough hours and days that we encountered are like a plot paving the way for the ﬁnal glory, and precious experience showing how difﬁcult the success is. A lot of us have experienced pain, fear, helplessness, loneliness, solitude and hesitation. Our mood is like the ocean; it may come up and down, but is always covered by the sky and supported by the earth. It was through those tough days, that a group of people, who never gave up aiming and striving toward their goals, eventually grew stronger. We may have earned our future success with those pains, but when we look back at those days, we will then ﬁnd that they are simply trivial. I didn't expect myself to go this far when I ﬁrst came to Africa. Someday, we may leave this piece of land, and when we meet at another place of the world, we may talk about Africa, about how many people coming to and leaving Eastern and Southern Africa, where they are now and what common experience and traits we have. Life in Africa is precious experience for me. Memories might fade over time, but not the experience. I always believe that a wise man knows how to walk. The chemical elements about fate and choices will eventually react to make miracles. (Written by Li Dafeng/Eastern and Southern Africa, translated by Roger)
An Authentic and Complete African Experience
joined a very ambitious team in Eastern and Southern Africa, almost two years and half ago, with no speciﬁc expectations but with high energy and high ambition to continue in a professional area I have enjoyed and to discover a part of the world which I haven’t had the chance to explore before. A relatively short but very intense initial period of time gave me the great opportunity to contribute to the major four Managed Services projects in Africa. Starting with V Ghana in 2010 where I had the great opportunity to join a highly motivated team during pre-sales and due diligence phases, a team willing to do its best to pioneer Managed Services in Africa and to demonstrate V that Huawei has the right capabilities and expertise to develop a win-win partnership. This was just the start of a great cultural and professional journey in Ghana, followed immediately by a new initiative in Zambia, where M challenged Huawei limits, after a successful trial performed by Huawei on part of their ﬁeld operation with Managed Services. We were again in the position
to demonstrate not only our technical expertise but our skills and capabilities to run an entire operation for one of our major partners in Africa. The mission was to make this Managed Services a real show case for M and to enhance the development of the entire partnership between M and Huawei in Africa. Zambia almost became my base! We were able in 6 months to exceed our customer’s expectations by performing a strong analysis of their operations, as well as a smooth, fast and very efﬁcient transition of their operations and employees. A new MS challenge rose in South Africa with C so I did not have much time to become bored. Another pioneering experience for Huawei Global, this time on IT BSS, where we managed to unfreeze the MS partnership with C, after a major refresh of team mindsets, business case and project governance. It took four months to transform this MS initiative into a successful business case with plenty of lessons learned during an operational transition and contract intensive negotiation sessions. This project became a strong reference for Huawei IT Managed Services. Currently I am in Tanzania, continuing the journey of overcoming
challenges and change of customer perceptions regarding Huawei’s ambitions to excel in Managed Services in this incredible continent, with fantastic telecom potential. I am glad that I had the chance of a fair and fulﬁlling “give and take” experience. I have been more than glad to “share” my experience and knowledge with my Human Resources colleagues, my management team, as well as with the Managed Services Teams where I have been travelled to: Kenya, Ghana, Zambia, Congo Kinshasa, Tanzania, South Africa, Dubai, Romania or China. At the same time I have “improved” my know-how in Managed Services, I have substantially “up-graded” my knowledge and perspective about telecom business and “enriched” my cultural experience with great and authentic samples, from many cultures I had the pleasure to work with. I thank Huawei for recognising the successful journey I have been part of-a journey which would have not been possible without the unconditional trust and support from my sponsors and all my colleagues! (By Alexandru Andrief/Eastern and Southern Africa)
STORIES OF HUAWEI PEOPLE
Growing with Angola CSO Team Alfredo Ganga (Fred), from CSO department in Angola, joined Huawei in November 2008, and at the moment he is working as the Contract Manager for E-Gov project in Angola.
fter almost 3 years working in CSO department, I have discovered that the mistakes are not to be committed, but avoided. And when we commit a mistake because of our imperfection the most important is not to cry, but to do the best to solve the problem and avoid that the consequences may affect the company, our Company. In the beginning it was very difﬁcult to work in this department, to understand the job and discover the relation between our departments with others, like Sales department, TSD department, Finance department and so on. Now, with so many efforts things become easier. We started only with two people, the CSO Manager and I, in CSO Angola 2009. I was responsible for the PO acceptance in ERP System, working as Veriﬁcation Manager. At the beginning this job looked like very difﬁcult, but after reading the documentation it became easier. In this job, the Veriﬁcation Manager is in contact with so many PMs, CEG, PO Buyer, Finance department, subcontractors; is in contact with the world, interacts with people of many countries, like Portugal, Namibia, South Africa, Mauritius, China and so on. My Manager was working with
Fred, Domingas and our Supervisor in the Inauguration of Training Center of Telecommunications in Angola.
Billing Management and sometimes he helped me with some issues in my Job. Because of quantity of work, we noticed that we should have one more colleague in our department, and Domingas Joined us in 2010 and we three, together formed a very good team. In this picture our CSO department was invited to make part of this important event where many people had opportunity to know the CEO of Huawei, where many Chinese staff had opportunity to know the Minister of Telecommunication of Angola. We explained to the customer how our department can be involved when the ﬁrst class in this training center starts. And when it
started, it was signed a contract for Managed Learned Center Project and our department issued the ﬁrst and second invoice, based on the terms of the contract. This is one of the job we do in our department, and we do it also with other projects like Angola Unitel Provincial FO Network Project, Maintenance Service for UNITEL Luanda Metro Network Project, Angola Unitel Utran 3G phase 2, Unitel Optical Fiber Backbone and so on. Six months later, I was looking for another thing, so, step by step I understood that I had to be more involved in our department. I started doing the same job that my Manager used to do, to be more involved in the projects. And surprisingly, in 2011 I was appointed as the Contract Manager for e-Gov Project and Domingas as a Veriﬁcation Manager in Angola CSO department. So, at this time our job was already well deﬁned. Domingas did her Job independently, my Manager and I together worked with Billing Management, and we three together created a very good environment and very good working relation in CSO department. Thank you very much for all of you, for all your efforts in this walk.
(By Alfredo Jose Ganga/Angola)
We Are a United and Dedicated Team Kuwait’s AMS team for VIVA (a major telecommunications provider in Kuwait), were recently tasked with executing a project involving a HSS migration onto a live network. This project was necessary in order for VIVA to substantially boost their capacity and prepare for future incorporation of LTE and 4G capabilities. With the goal in mind, the project spiraled quickly into action with detailed planning and design discussions between Huawei and VIVA. Once ready, the team progressed onto installation and integration work, followed by the acceptance and testing phases for version one. It was at this point, however, that an unanticipated challenge arose just two weeks prior to the cutover from HLR V6 to HSS V9. The VIVA client requested new software upgrades to be completed (post acceptance and testing stage), which meant that the team had limited time to undertake this work if they were to honor the project delivery deadlines. In the usual Huawei spirit, the team rose to the challenge, delivered the new version upgrade within two days time, and then swiftly progressed to pre-migration work soon after. The required testing stage was very intensive for the team (who had to work day and night), with many lengthy meetings, workshops, presentations, action, recovery and ﬁnal migration plans.
When the time came for the HSS migration, Huawei HQ recommended that the process be undertaken over the course of two days. However, VIVA requested that the migration be completed over one night. With mounting pressure, every member of the MS team was on mobilization during the night of the migration, and the VIVA management also came on site to monitor progress and showed their support for the team. After a night of hard work, the team successfully completed a ﬂawless migration within the span of only eight hours and encountered zero problems. All network performance monitoring and post migration tests were performed on all nodes without any concerns or issues. Such a smooth migration left the VIVA management
▲ Mr. Zarrar Khan
CTO VIVA Kuwait
team very satisﬁed with the overall outcome of the project. In fact, it was the VIVA team who initiated an awards ceremony to recognize and award the Huawei Team for their outstanding achievements. According to the VIVA CTO, Mr. Zarrar Khan, this migration was very complex as it involved a software, hardware upgrade and full transition from old generation HLR to next generation HSS that enabled IT support, and yet was completed very smoothly without any glitches. During the awards ceremony which was attended by VIVA and Huawei management, Mr. Zarrar stated that “this is the smoothest HLR migration that has taken place and all the credit goes to the Huawei Team for making it possible”. He also highlighted that this success “was due to the competence of the Huawei team and all the hard work that was put in.” Mr. Zarrar went on to thank the Huawei team sincerely for their work and even mentioned that “our CEO found it hard to believe that there was no customer complaint and no degradation in KPIs.” Looking ahead, Mr. Zarrar spoke about the next big project, namely an OCS migration which would likely be 10 times more complicated than the HSS migration, as it would involve full migration of all client packages. He expressed his utmost conﬁdence in Huawei in undertaking this project and asked the team for their usual support and dedication.
STORIES OF HUAWEI PEOPLE
▲ Mr. Pan En
following, when asked about his feedback on the project’s outcome: “VIVA’s expectations are now higher as Huawei has achieved certain milestones, so they should be on schedule with high level of dedication to bring about even bigger achievements. For this project, the migration was deﬁnitely very well planned and executed with smooth operations in all steps starting from project initialization, all the way to project ﬁnalization. Huawei achieved the targets within the time frame and to the level expected.”
He also commended the team on their work ethics, by saying that “communication was very good between the VIVA and Huawei teams. VIVA wanted to keep the concept of horizontal communication for the teams so as to allow closer coordination of the work and Huawei supported our idea fully. Overall, VIVA was very satisﬁed with this collaboration and we look forward to other projects ahead”. (By Eden Chan/Kuwait)
GM Huawei Kuwait Rep Ofﬁce
Mr. Pan En, General Manager of the Kuwait Rep Ofﬁce also addressed the team and stated that he “wanted to show his true appreciation for the team’s work. The past year’s hard work and dedication has left to today’s fruitful results and the team really worked as one, since everyone was on the same boat and shared a strong team spirit”. After the awards ceremony, I had the opportunity of interviewing Mr. Kemal Kilic, VIVA's MS Director, who expressed the
Mr. Kemal Kilic on the right MS Director VIVA Kuwait A seasoned professional with over 13 years in the mobile telecoms market, Mr. Kemal came from an RF/ planning and optimization background, and then moved to MS to cover all aspects of technology for mobile telecommunications.
Huawei VIVA MS Team Kuwait, ME Region
Comprehending Huawei Core Values
ntegrity deals with the innermost of oneself. It is the voice of self-control. Authority makes us question others while integrity drives us to question ourselves. Having integrity summarily means having honesty and having trust in the values. When I was in school I was told that honesty is the best policy; now in corporate world this adage goes like “Honesty is one of the best policies”. We are seen as having Integrity if we act consistently within a value system shared by those whom we interact even when it is not in our personal interest to do so. The bigger the conﬂict between acting in accordance with our values and our self-interest, the more integrity we are perceived to have and the greater the trust. Integrity is the ability to hold together and properly regulate all of the elements of a personality. A person of integrity, for example, is capable of acting on conviction. A person of integrity can control impulses and appetites. At Huawei, integrity is an amalgamation of the following virtues in equal proportions: • Honesty. Honesty is the hallmark of the Huawei professionals because in Huawei, our word must be our bond. We don’t pencil-whip reports and we don’t falsify documents. The bottom line is we don’t lie, and we can’t justify any deviation. • Responsibility. No person of integrity is irresponsible; a person of true integrity acknowledges his or her duties and acts accordingly. • Accountability. No person of integrity tries to shift the blame to others or take credit for the work of others; “the buck stops here” says it best. • Openness. Professionals of integrity encourage a free ﬂow of information within the organization. They seek feedback from all directions to ensure they are fulﬁlling key responsibilities, and they are never afraid to allow anyone at any time to examine how they do business. • Self-respect. To have integrity also is to respect oneself as a professional and a human being. A person of integrity does not behave in ways that would bring discredit upon him or the organization to which he belongs. Let us make an honest assessment of our hearts, our lives, our desires and goals, involving recognition of all our faults. Then we should make a serious effort to set them right, to change direction towards the ideal of integrity and its associative virtues. (By Udit Kumar Rajput/India)
On the Way to Understand Huawei's Core Values
t’s not a secret that Huawei cultivates the culture of hardworking and is open to the customer’s demands, pain points and requirements. For many years majority of colleagues bear this culture, centric to the customer, valuable result oriented, working with a team, and eager to gain knew knowledge. Most Huawei People work in such manner. My story is about the real facts that happened recently in my country, and we might look at heroic behavior of Huawei People while supporting the network to create value for a customer and its subscribers. One of the mobile operators in Uzbekistan has met a situation of the sudden subscribers increase caused by the market situation change. This led the network to unpredicted overload, high call drops and service quality deterioration. Within shortest time Customer Centric group with support of related departments organized a dedicated team to work and design urgent expansion solution in fast mode. Everyone put his effort to support the customer during difﬁcult period, assure the network reliability, and let the end-users enjoy mobile services without interruptions. Day-by-day of hardworking and good team organization have brought obvious results in view of subscriber database signiﬁcant increase, network safety and stability. The
customer has praised Huawei team for the continuous support and dedication. You might have a question where is the application of CoreValues here? CoreValues stay behind the actions the team took. It’s more about inside drivers why people wanted to stay day and night without resting; it’s also about social responsibility to help the customer to guarantee services on the network. If we look at the results of CoreValues application from business point of view, we would see that Customer’s success and prosperity creates opportunities for Huawei business success. (By Boltaev Reshat/Uzbekistan)
Dedication-Overcoming Challenges We might have experienced or heard some of the stories on dedication, some are forgotten but some are indelible. Here’s an anecdote: It was Friday evening when most of us started watching the clock for the weekend to begin but for Rupa, a girl in our team who used to sit next to me in the ofﬁce of the previous company, it was already ruined. We were about to leave when we saw her in tears. Being asked, she uttered in grief that higher management had decided not to give hike because of her poor performance in the past 6 months and she was in the bottom 5% of the employees. Further adding to her woes, the team leader commented that she was too young to work here. We all team mates had nothing to say but to empathize her in a discreet manner, don’t worry, all will be ﬁne. From next time onwards, we saw subtle changes in her. From long breaks to minimal breaks, from many personal phone calls to few calls, from talking too much to no unnecessary talks, from laziness to activeness etc. She was always seen busy working on the computer. Perhaps she became a workaholic. We advised her to balance between work and leisure but her comments impressed us: “I had become like a sailor on board who was heading off to nowhere. I am
working much not because I didn’t get hike but because I could see myself what I have become. It’s a time when I can rejuvenate myself. If I can’t do now, I can never do in future. I am just staying true to myself. I just don’t want any negativity, criticism or hate to bring me down but want to battle adversity with a positive attitude.” Although she got an offer from another organization but she decided to stay on there and to prove everyone wrong who didn’t trust on her capabilities. Perhaps others would have quit the organization. Finally, her dedication at work began to bear fruits. Within few weeks, the output of her works had tremendous improvements. They were of superior quality with no compromise in any aspect. The programming codes were written so neat and clean with logistical details and comments explaining each variable and term. Proper relevant documentations were released ahead of deadlines. She didn’t conﬁne herself to coding but had gone out of her comfort zone to learn testing and doing by herself. She even reported bugs in the software associated with her module. Her knowledge of overall product had increased exponentially. She was handling independently most of steps in the business models (coding, testing, reporting etc.) She had understood all
concepts thoroughly what we used to think these tasks as mammoth at her age. Whatever she had acquired with sheer dedication was really indeed inspiring. During course of time, she won “feather in my wings” award (Dept. level), won “star of month” (at organization level) and was given double hike in the next appraisal cycle. She was not only circumscribed to work but show active participation in various events: sports, cultural programs, people events etc. She even joined social organization (CRY) to help poor children during weekends. Her articles in different newsletters, newspapers (TOI), company magazines were common. Her overall personality had developed by then maintaining balance between work and life. She was later promoted as team leader and was sent to USA onsite to manage different teams for signiﬁcant role in the crucial projects Whenever I remember this incident, I think myself that she was the same girl who had improved herself in such a short span of time. Neither had she more than 24 hrs in a day nor she got any ‘krish’ powers. With sheer dedication, what can’t be achieved, truly said!! (By Sushil Rathee/India)
EURO 2012-Wonderful Because of You This June was an energetic and passionate moment when everyone witnessed the wonderful Event of EURO 2012. For Operators, there's no doubt that it was a huge challenge to ensure the network stability for their end users during the Event. Huawei, with abundant experience in big event network insurance service, helped operators in Poland successfully accomplished the Mission. (By Jeff Guo/Poland)
Germany, June 2012
Venezuela, May 2012
In the beginning of 21st century, the United Nations millennium development goals summit was held to indicate the importance of broadband network to future development of the global economy and society like transportation, water, electricity. Huawei, as a member of the United Nations Broadband Commission for Digital Development, organized a series of "Broader Way" forum activities and invited the world industries to discuss ICT trends and hot topics globally so as to bridge the digital divide and build the future that "everyone can enjoy the broadband".
Spain, February 2012
Huawei "Broader Way" Forum has been held successfully in Spain, Poland, Venezuela, Turkey, South Africa, Germany, Indonesia and other countries since 2012. (By Zhang Haohan/HQ)
Turkey, June 2012
South Africa, June 2012
Indonesia, July 2012
The Zebras Are Superheroes "Mommy I think that zebras are superheroes" are the words which my 4 years old son used to refer to zebras from La Paz. Controlling trafﬁc in the city, trying to educate the pedestrians and drivers is really a superhero task, but there is a group of young people in Bolivia who does and Huawei made its contribution to this great project. On the day of the activity the volunteers wore the uniform that characterizes the Zebras in the city and the streets. With grace, the volunteers earned the citizens who took pictures with them; they applauded their work. Our attorney, he usually is very formal, wearing the zebra suit and demonstrated the joy of being part of this project. The girls of the Finance Dept. always came out with all their kindness to ask drivers to comply with the road rules. On behalf of the purchasing department their leader was part of the activity, she dressed the zebra uniform together with some professionals of her Department. IT, Terminals, Human Resources, Logistics, engineers from different departments and also our General Manager, showed with their participation, that our commitment for a better city is really true. The morning went really fast, because although the organizers told us that we would not resist the heat with the costume, Huawei volunteers involved wanted to continue on the streets. When the activity ended, the
volunteers were congratulated by the organizers for being the ﬁrst company that didn´t remove the masks during the activity and kept the mystery of who are the zebras that educate the city and of course the company received a certiﬁcate of contribution to the city Huawei in Bolivia through its Social Responsibility Program enrolled in this project and made the commitment of zebra that means if you dressed a zebra uniform for one day to raise public awareness, your commitment is to raise awareness and respect road rules forever: Zebra for 1 day, zebra forever! (By Jimena Patricia/Bolivia)
Internship Program at Huawei Uganda Breeds Huge Success to Makerere University Background of Internship program Upon signing a Memorandum of Association with Makerere University, to offer scholarships and specialized ICT training to top performing students, Huawei’s global ‘Telecom Seed for the Future’ knowledge transfer program has been implemented in the very fastest manner. In partnership with Makerere University College of Computing and Information Sciences, this project that is renewable after every two years, will provide Internship, Scholarships, specialized ICT training in Kenya and China from which hundreds of students will beneﬁt. In fewer than two months, the MoU was sparked off by a specialized training group of students to Nairobi Training Centre in Kenya for two weeks training in ICT and information systems.
The Internship program Huawei Internship program is part of Huawei Cooperate social responsibility. The purpose of this program is train the students and give them an opportunity to have practical knowledge and exposure in the telecommunication industry and develop Huawei branding in Uganda & the ICT industry. The internship training program was targeting all kinds of sections that students could attain knowledge from. Among others included Finance, Human resources, Engineering, Computer science and Public relations, a detailed plan was made for the Internship program in which Huawei provided the basic knowledge
Huawei and Makerere University signed MOU
Students to Kenya for ICT training
training about ICT to all the interns from Makerere University and also introduced Huawei CSR initiative in Uganda.
Feedback from the interns The students who were part of the internship program attained much knowledge and practical ideas. “We appreciate the opportunity to learn from one of the world’s ICT leaders, to transform our local ICT industry through exposure to the latest technologies.” said Memory Naggita, one of the interns.
Voice from Media Huawei’s Telecom seed for the future initiative captured much media attention both locally and
Students with honor after a month of internship
internationally. Huawei Uganda voice in BBC commended Huawei’s provision of jobs to Ugandans. “More than half their employees are local and the company is keen to implement its corporate responsibility, sponsoring projects in local universities.” Other Uganda Media declared and acknowledged Huawei for their efforts in boosting Uganda’s ICT sector “Since the Chinese giant opened operations in Uganda a couple of years ago, it has contributed signiﬁcantly in making ICTs relevant to the local populace. The company's latest effort is a memorandum of understanding signed with three universities-Makerere , Kyambogo and Kampala International(KIU). And the agreement is bearing fruits. (By Zhao Zhigang/Uganda)
On August 2012, Huawei Technologies (Egypt) staff started a donation program during the holy month of Ramadan as an individual move encouraged by Huawei management team to help people in need through collecting money and donating it to different NGOs. The program objective is to open our doors for families and to draw a smile on their faces. Thus, the collected money was divided on four different directions. A part of the money was selected to empower 57357 Hospital to support children in cancer. Another amount was donated to poor family for food supplies. There was a donation for orphans. Finally, a part of the collected money was used to buy electric equipment for different brides in “Bidaf Village” through El Resala NGO.
Huawei Draws a Smile on Egyptian Faces
Huawei representatives paid a visit to the kids in 57357 hospital. The main concept of this hospital is curing kids with cancer for free regardless of race, creed, or ability to pay with Justice in Quality. Huawei North Africa president Mr. Zou Zhilei was astonished by the hospital performance and efforts during his tour accompanied by the Chinese Embassy in Egypt. Huawei representatives with children from 57357 hospital
It’s our pleasure to receive Huawei support and to know that it’s a continuous support which makes us feel secure to complete our mission. Our dream is to never close our doors in front of sick children and to stay capable of providing the free treatments. We are glad to know Huawei will share with us this dream and to help us to achieve it.
Dr. Sherif Abou El Naga, 57357 hospital Chairman
In an effort to reduce the suffering of the needy families, Huawei has also donated to ‘Dar el Orman’, one of Egypt’s largest non-government organizations which supports more than 400 small NGOs, with over 10 branches in Egypt, to ensure that the donations will truly reach those in need. This donation is directed towards supplying Ramadan Food Bags and ensuring its accountability towards the Society’s development and well being.
I’m proud of Huawei activities for supporting the Egyptian society; and the effort is a good role model in the market. Those activities enforce the good connections between Egypt & China and that is why I am always keen to attend this type of activities
Song Aiguo, the Chinese ambassador in Egypt
Huawei Egypt country manager and the Chinese ambassador in Egypt handing in donation check to Dar Elorman representative
The Chinese ambassador in Egypt and Huawei staff distributing Ramadan Bags
Huawei has also supported in the protection and the well being of orphans at El Resala institution. With the orphans, Huawei celebrated this event at Huawei’s smile day. Through this donation program, Huawei has supported the orphans for better living and better education. This donation program gave Huawei the opportunity to be an international company growing with an Egyptian spirit. Huawei has participated in the Egyptian marital tradition by buying electric equipment for brides in Bidaf village to fulﬁll their dream of getting married and having a small family.
Huawei staff celebrating with orphans a Happy day
I felt that Huawei gave the best example towards the Egyptian community which touched all our hearts as local staff working in this great company by ﬁnding the company thinking not only in business but also in reﬂecting a part of its business to the surrounding community and choosing the best place to contribute at. Basel Galal, Huawei Egypt Staff
Huawei Staff with electric equipment truck
Huawei staff distributing electric equipment in Bidaf Village
Donation check being transferred
All previous activities are continuous contribution from Huawei to support the Egyptian Society, as Huawei donated last year with basic supplies for babies' to ‘Dar el Orman’ in an effort to support, improve the conditions and raise the spirits of more than 1000 Egyptian orphans. This donation came in an aim to support the Egyptian society by providing help to youth who have been denied from leading a stable life in normal homes. Huawei’s donation was used to provide essential necessities such as food, milk and diapers ensuring a healthy growth for orphans. The money will be also used to equip the orphanages with important and much needed appliances such as computers, air conditioners, etc.
Huawei is committed to being a globally responsible corporate citizen. To fulﬁll the company's vision of "enriching life through communication" and to achieve its goal of "Growing with Africa", Huawei contributes extensively to the development of Africa. Huawei's CSR strategy for Africa focuses on: "bridging the digital divide", "promoting environmental sustainability", and "contributing to the societies in which we operate". North Africa and Egypt Rep Ofﬁce gave full support for this CSR Program. This is just the beginning of the CSR program. It will be a yearly program to support all Egyptians. (By PR Dept. North Africa)
Children are the future of any country, and that is why more efforts and time should be devoted to support them. This is just the beginning of our support. At Huawei, being socially responsible is among the top priorities for the upcoming period. We will be regularly donating to support those children Zou Zhilei, Huawei North Africa president
Huawei Staff celebrating with orphans at Huawei Smile Day
Huawei Germany Donated Laptops to Labdoo.org
uawei Germany, Duesseldorf ofﬁce donated in June 2012 about 54 laptops to Labdoo.org, which is a non-proﬁt aid project to reduce the digital divide and support the education of children worldwide. Labdoo collects old notebooks and makes them ﬁt for the use of children and in schools. Supporting labdoo.org Huawei Germany is contributing to bridging the digital divide, fostering the education of children and also the environmental protection by recycling. It is great to see the support of our employees for this aid project. As Mrs. Li Ning got to know about the project and that Mr. Hamm from labdoo organization is coming to pick up our donation. She rushed home to get her old private external hard disk to donate. Labdoo collects decommissioned notebooks, which are made ready for the use of children and in schools by volunteers. Ubuntu (free Linux software) is installed, which makes old PC's faster and many apps are available. Edubuntu, learn and play software, as well as Wikidoo (ofﬂine lexica) are installed on the computers. Volunteers transport the laptops to the destinations safely packed and CO2 neutral, where Labdoo volunteers installed the computers and supported the childrens and schools locally
Mr. Hamm, Volunteer of labdoo, and Zhao Xiaoming, Huawei WEU IT, with the donated laptops.
with the use. When the laptops are broken, they will be replaced. The broken laptops are transported back for recycling in Western countries. At the moment labdoo.org is active in 54 countries. The donated notebooks receive a serial number and can be followed. Some of the donated notebooks are on the way to the “Tafraout Village School” for disadvantaged children in Marocco and some others go to “Hogar Norma Collegio y Escuela Básica”, a home and school for disabled children in Paraguay. At www.wiki-kids.org, we can see what the children create with the computers (letters, pictures). http://www.labdoo.org/content/ morocco-tafraout-village-school http://www.labdoo.org/content/ paraguay-ypacarai-paraguaycerroguyhogar-norma Further laptops of our donation
will go the “African Angels e.V.” association, which is a Duesseldorf based aid project, providing children homes in Bucom, a slum near Accra, the capital of Ghana. Aim of the association is to foster the longterm education of children. http://www.african-angel.de/ Labdoo posted our donation in the social networks such as facebook, google+ and XING. Furthermore, we informed our other subsidies in Germany and in West Europe about this organisation, where labdoo has got a hub to collect the laptops. Some other countries, such as Italy already announced that they will also contribute to this aid project. More information about the organisation: www.labdoo.org (By Melanie Buechner/ Germany)
Around the Globe
Saudi Huawei IFTAR
n the month of Ramadan, Saudi Arabia Huawei family celebrated its annual IFTAR on August 8, 2012. There were more than 600 staff who attended in this gathering which was led Mr. Wu Weitao, Saudi OfďŹ ce CEO, and Mr. Sheng Kai, President of STC KAD with the AT members. In this occasion, Mr. Sheng Kai expressed his thanks and appreciation to the whole group in giving out the best thus made good result in this 1st half year business especially to STC Subsidiary and team. Mr. Wu Weitao expressed his thanks and appreciation especially to Saudi domain group for the job well done for the 1st half year, and open up an opportunity to the group when achieving more of the business target before end of this year.
For the second part of the said activity, HR Department, the facilitator of the activity led the Awarding Ceremony for the Excellent Team, Excellent New Staff, Excellent Staff of different teams, and 10 Years Long Term Service Award that were acknowledged by the AT members. There were 36 staff who received Huawei Ascend P1 as a gift award, and 6 Teams were also awarded. It was then a memorable experience wherein everyone satisďŹ ed their feeling as part of Saudi Huawei family that celebrated IFTAR. (Written by Mikhail M. Arisola/Saudi Arabia, Photo by Li Xiaolin)
West Africa First Ever HALP Training
uawei as a high-tech vendor is a formidable force in the telecom/ICT world in Africa. In line with its enterprise business arm, it is poised to leave an indelible mark in the aspect of professional certiﬁcations. This is intended for both the private and public sector. The private sector is for individual and corporate organizations to be trained, tested and get certiﬁed according to Huawei’s products and solutions. On the other hand, the public sector is to cover all schools and government establishments to sensitize them on Huawei certiﬁcation. Huawei Ghana Enterprise department, in collaboration with the West Africa Regional Learning Service department, took a bold step in West Africa in establishing a mutual agreement with Danash and GTUC. Danash is a private C training center in Accra. They have been in the business of certiﬁcation training for over six years. Ghana Telecom University College (GTUC), as a technical university is also into the business of knowledge transfer in telecommunication. Danash and GTUC formed partnership in Huawei to achieve a common goal in promoting Huawei certiﬁcations. This formed the basis for Huawei Authorized Learning Partner (HALP). This now puts the onus on Huawei to train their own instructors to be able to deliver the needed training sessions for both the private and the public sector. The certiﬁcation line being selected is for the Datacom products. The certiﬁcations targeted are the Huawei Certiﬁed Datacom Associate (HCDA) and the Huawei Certiﬁed Datacom Professional (HCDP) respectively. Furthermore, since they are experienced instructors, a 5-day detailed training class was arranged for them. The needed products were supplied and a training lab was set up based on the Huawei HCDP lab environment. An instructor from the WARLS, based in Nigeria, was put in charge of the class. The training offered the needed knowledge transfer (KT) and exposure to the Huawei enterprise solution kaleidoscope. At the end of the training, all the needed information was passed to the partners. They really appreciated the training and commented that truly, this is to master the future. This will end-up being a winwin situation for both parties. (By Olalekan Peter Adare/Nigeria)
My Diary of
ccompanying a hint of hot ﬂash, a moist air enveloped Las Vegas in early May. The upcoming InterOP Spring Fair, one of the world's largest network communication exhibitions, brought the city a sense of technology. Huawei was the leading network provider of the show. An onsite operational maintenance team was formed by several brothers from our R&D, technical service departments. Here, my diary showed episodes of our InterOP tour.
it was fewer than 24 hours from the exhibition’s opening. Mr. Huang, leader of the team, decisively issued an order of temporarily shutting down certain functions to ensure normal service for online users. Although the problem was solved, the worries seemed grew into every nerve of us.
May 2nd. Peace It was our day-one on the site and the countdown on the wall created a tense atmosphere. The project team went through hardware detection, conﬁguration refresh, user simulation and network switchover, promoting everything step by step as planned.
May 3rd. Box Peeking from our seats, I noticed some of our colleagues had already begun to decorate our booth which was occupied by more than 100 boxes while at the adjacent booth, no one showed up. It’s said that they would generally arrive only a day earlier and then put several boxes together neatly like transformers to set the stand. I had heard about the “box story” when I was in training camp as a freshman a few years ago but never expected things still remained the same.
May 6th. Panic Nothing special had happened as the day went by, and we slightly relaxed. This morning, however, during a routine inspection, someone from technical service department noticed that the occupation ratio of CPU soared, and we were unable to quickly indentify the cause. A trace of ominous enveloped every corner of the site for
May 7th. "IPV6", too delicate to bear a blow Identiﬁed by the project team, the problem was that the universal application of the mobile terminals and Windows7 dual-core technology in 2012, coupled with on-site WiFi roaming, caused IPV6 users to exceed the designed capacity. Although we had analyzed the utilization of IPV6 in 2011 and communicated the requirements with the organizer several times, the sound momentum of IPV6’s growth surpassed everyone’s anticipation. "I’ve never expected IPV6 to be so popular in no more than a year. The IT industry really changes so fast as the old Chinese saying goes ‘a day's separation seems as long as three years’.” The organizer of the exhibition, with more than 20 years’ experience, was also caught by surprise and could do nothing but awkwardly smile.
Since the network needed an urgent expansion, as night fell, the air of the site became extremely tense, a dozen of experts from the organizer also stayed with us to solve the problem. Our product manager communicated with customers with patience while our brothers from R & D department carried out their duties by repeatedly test the equipment as the pre-discussed program by a group of experts.
May 8th. Sleepless in Las Vegas Deep into the night, the lights of seat center were still illuminating and kind of dazzling. The overall expansion program must be completed within two hours, including networking and conﬁguration adjustment of 19 network elements of the existing one and 40 sets of equipment, which involved us into a race against time. We reﬁned the program and enhanced some details while waiting for the technical service brothers to get the linecards from Santa Clara. "We must pay attention to every single detail for any negligence would cause a whole failure" Mr. Huang reminded everyone by raising his hoarse voice. 0:30, linecards arrived, Mr. Huang led the team to upgrade the hardware, rebuild the network environment, upgrade the software, update the conﬁguration, switchover the service etc. step by step in a perfect order. 3:30, as the refreshment of conﬁguration ﬁnished, the entire expansion was completed and ensured normal initial self-test operation of the network. Later, technical experts from the organizer carried out a detailed veriﬁcation on the network. 6:00, the expansion succeeded. The sun was about to rise and covered the city with the ﬁrst drop of twilight. 8:00, the exhibition ofﬁcially inaugurated and we were still keeping eyes on the network monitor screen with a full spirit, despite the clumsy brain which had been running for continual 24 hours in high-speed. Fortunately, the network was running stable and everything went smoothly. Cheers!
May 9th. Witness the Release of Cloud Engine 12800 Everyone was relieved after the ﬁrst day’s operation. Thanks to "Cloud Engine12800", the enterprise network product line artifact’s stunning showcase on the site and the latest panoramic telepresence technology, our booth was crowded with a large number of visitors. The Cloud Engine12800 was absolutely our star product, which was so well received during in the exhibition that we couldn’t wait to share the good news with its developer.
May 10th. Carnival Two and a half days’ show was ﬁnally over, we survived, according to the network monitor’s report, network access by the more than 13,000 participants and 350 exhibitors, and countless hackers’ attacks in such an open environment, and ﬁnally realized trouble-free delivery. The brothers of our backup team smiled to each with hands huddled together. After the exhibition, the organizer invited us to the celebration dinner. While we were enjoying steaks and red wine, Glenn, a manager of the organizer, thumbed-up to us, "You are awesome, and thank you for your dedication, we saw the spirit of Huawei people. " When Glenn invited us to the dance after dinner, we gave him a grateful smile, “I’d love to, but I really need a hot bath and a clean shirt." Glenn laughed, and shook hands with every one of us to express his deep gratitude. At this moment, I really felt a bit tired. Finishing red wine in the glass, my eyelids began to ﬁght and I even couldn’t tell if it’s out of being sleepy or being drunk. With a tinge of fatigue, a note of pride, we boarded on our ﬂight home. With our enterprise business’ increasing exposure in major exhibitions, our achievements are destined to be extraordinary in 2012.
(Written by Wu Yang/HQ, translated by Terry Zhou)
! d e g r e m E s a H The Pioneer
n May 15, 2012 Tuesday, an elegant ceremony has been performed in Huawei Technologies CA&C Regional Headquarter, in honor of the “Gold Medal Team” award of 2011 in Turkey. RBT and SDP Reporting Teams have been awarded with The Gold Medal and Cup, in recognition of their presence among the best teams in Carrier Software & Core Network Business Dept, 2011. This is one of the most prestigious annual awards of the company in recognition of the outstanding performance of its employees throughout the world. HR Specialist Mrs. Fulya Tuğba Keskin initiated the event by representing the purpose and importance of this gathering. R&D Center Vice Director Mr. Mahmut Kamil Şahin, Mr. Yangwu and Mr. Zhouzhihong were also present at this event, delivering their keynote speeches that address the success and contribution of RBT and SDP team members to HTRDC region. Extraordinary effort and dedication of the awardwinning employees was rewarded with a special prize: A plaquette for each team member with their name engraved on it. These were presented by Mr. Mahmut Kamil Şahin, Mr. Yangwu and Mr. Zhouzhihong as well. On the other hand, a memorable cup was delivered to Mr. Özkan Gümüş on behalf of RBT and SDP teams, honoring the success of the teams as a whole. Here are some remarks on his speech: “Since the beginning, we believed that
RBT Team Project Manager Mr. Özkan Gümüş with SDP Team Project Manager Emre Filiz (on the left)
our unique value, our secret will be our ability of communication. Communication with customers, with HQ, with other departments and of course with each other. We always paid attention how to communicate our weak points, suggestions, ideas, expectations and responsibilities. I believe we succeed that at the end of each communication session, all parties understood the content and were happy about the session.” In the year of 2010, when RBT was newly formed as a team, Mr. Özkan Gümüş suggested adopting a particular motto deﬁning the team’s mission and vision: “Emerging Pioneer”. All in all, it seems like numerous targets have been achieved so far and as a consequence, the pioneer has emerged! HTRDC gold medalists have proved themselves in 2011. However, new challenges are on the way. In 2012, SDP and RBT teams set their goal as retaining the most important components of corporate success "Harmony, Dedication, Win-Win". (By Oguz Erhan Eker/Turkey)
Members of the Gold Medal Teams: RBT & SDP
Huawei at the Career Fair of University Johannesburg Since Huawei entered the African market in 1997, we have been working with the principles of setting roots in Africa, growing with Africa, investing and developing in various African nations, committed to the cause of developing communication skills in Africa. Huawei has attended the career fair hosted by the University of Johannesburg during 25th and 26th July 2012, we aimed to provide great internship and learning opportunities to all the excellent students in the University of Johannesburg, at the same time, we have demonstrated the international image of South Africaâ€™s best telecommunication company. During this two days event, we have received more than 500 applications of internship from university students. The University of Johannesburg is a generalized public education institution; its campuses are located in Johannesburg, the university is ranked 8th among the universities in South Africa, it is a top university with international prestige. (By Mao Deyuan/South Africa)
Learning is Fun and Mobile
s Huawei endeavors to expand and grow as an organization, it becomes imperative that it’s most important assets – its people, should learn and develop competencies continuously. In India Huawei have their operations spread across various regions and employee at times work from customer locations or from virtual locations. There is a need to keep the learning interest alive in the employees. To promote self learning as a mechanism to help employee develop skills, the learning team launched the India i-Learning page. However, there were some initial challenges, some of them being, to create awareness of courses or even build an exclusive learning page for India. The Learning team partnered with the HR Business partner and IT team and shared the requirement for a robust learning portal with the HQ Learning team. To inculcate self learning as a culture, it was important that the new portal should be easy and quick to access. It should enable the managers to recommend and track learning courses for their subordinates. With the spirit to bring in the difference and zeal to excel in building a learning culture the e-Learning and Learning Resources Mgmt Dept of Huawei University team selected India region to collaborate for the pilot of the Learning Management System (LMS). The project was initiated and the ﬁrst successful pilot run for the LMS was launched in October 2011. Initially to create awareness and user acceptability for the new portal, the Learning team partnered with Business line to launch the learning competition. The ﬁrst Learning competition was conducted for AMS & NIS teams. The contest received an incredible response with 11,200 learning hours reported over a span of two months.
Business line saw tremendous improvement in the technical competencies of the staff in a cost effective manner. At the same it also reported a better learning experience with the new system. To motivate Department Heads and their teams to participate with vigour, we decided to create a “pull” factor. This was done by means of launching a Learning Contest between various Business Unit and rewarding the Business Unit with best Learning results as winner of the Learning Champion Trophy at the end of each Quarter. AMS and NIS have been our winners in the past. As a result of such initiatives, we have seen a tremendous increase in the number of learning hours – the learning hours in H1 2012 alone have been 136% of the total number of learning hours in 2011. Today i-Learning courses act as a pre-qualiﬁer for an employee to appear for the C&Q but also are an important part of the development section of the PBC of many employees. Indeed Learning is becoming fun and mobile !
Leaders Interaction Program “Leadership is practiced not so much in words as in attitude and in actions.” Harold S. Geneen The quote stated above has a deeper meaning and relevance when it comes to situational leadership .Today we all are in an environment which is dynamic with ever-changing needs and expectation. However as a leader are we really practicing what we preach? Is deﬁnitely a food for thought! Recently in Huawei India we started Leaders Interaction program. Usually such interactions are not quite common in Indian work industries & environment. Interestingly these interactions are not group interactions but one-to-one interaction where an employee blocks a timeslot with leader he wishes to meet and discuss his suggestions & feedback based on which if there is a desired outcome or action plan the leader takes that up with team and work towards closure . Throughout the process the employee or leaders can initiate further interaction if required. Though it’s quite early to comment
on effectiveness of these interactions however through ﬁrst hand feedback it deﬁnitely looks like building a culture of openness and transparency. In my interaction with some of the employee who participated in these sessions they feel leaders are more than willing to listen and understand various viewpoints. Some of these leaders have even initiated process improvements based on employee feedback. This initiative has been a welcoming change which deﬁnitely build higher level of trust between employee and leadership and I hope this type of leadership intervention will deﬁnitely bring in much more action than just words in coming days ! (By Sumit Sabharwal)
Learning Hindi English
How to say in Hindi language
How are you?
Aap kai-se ho?
I am ﬁne.
Mein thi-k hoon
Please come here.
Idhar aa ja-ee-ye.
Did you have your lunch?
Kya aap-ne kha-na kha liya?
Is the Customer Always Right? Thanks to Syed Muhammad Zaki Abbas for the following questions that have prompted me to create this new blog entry:
Is the customer always right? We have listened so many times about focusing on customer and yes we have to focus on customer, but nobody talks about arguing and negotiating with the customer for value creation if they have wrong idea for value creation.Most of the times we just follow what customer says thinking that they are always right... but I think otherwise... Who decides if the work is done in a certain way or following a certain rule then it creates value? Is it again only the customer or Huawei people are also involved in deciding what the value is…
So, what is the answer? Is the customer always right? Of course, the answer is that the customer is not always right! The phrase, “The customer is always right”, was originally created by Mr. Harry Gordon Selfridge, the founder of Selfridge Department Store way back in 1909.As a slogan for the business, it helped attract customers, because they assumed they would get good service. As well, it motivated the staff to give good customer service. But, if the customer isn’t always right, how has this slogan lasted for over 100 years? It has survived because most companies have realized that the cost of telling the customer they are wrong is typically higher than saying they are right. But, if we dig deeper, many times when the customer is wrong, the situation could have been prevented through better pre-sale communication and
expectation management. In the retail or consumer business space, a consumer will purchase a product or service, and then later realize that the product or service does not meet his/her requirements. Now the consumer wants to complain and/or return the product or not pay for the service. It could be that the product or service does exactly what it was intended to do, but the consumer’s expectation was wrong. In this case, when the customer makes a complaint or demands some action, is the consumer right or wrong? Of course, wrong. But, a company will likely still bow to the consumer’s demands. This is because the cost of ﬁxing the situation is less than the cost of providing presales engagement and expectation management for every consumer. As well, the cost of poor publicity or a law suit far exceeds the cost of ﬁxing the situation.
But, as the cost of consumer products and services increases, the balance shifts, and companies start providing pre-sales engagement and expectation management, to help guarantee that the product or service meets the consumer’s requirements before the sales transaction is completed. Unfortunately, this presales engagement does not solve every problem. There will still be cases when the consumer complains. In these cases, even with perfect presales engagement, accurate sales or advertising brochures, etc., a company must decide if the cost of ﬁxing the consumer’s problem is greater than or less than the cost of poor publicity or the cost of a law suit. Now, let’s think about our business. There are basically two points where we need to determine if the customer is right;during the presales phase when the solution is being developed, and during the post-sale
or delivery phase when the solution is being delivered. For the rest of this discussion, let’s assume that pricing and quality are not considered issues. First, let’s consider pre-sales. In order to meet the customer’s expectations, we ﬁrst need to understand what the expectations are and how they relate to business needs and pain points. And keep in mind that business needs and pain points are not always the same. I would consider business needs as something that our solution would address for the long term, where as pain points are very often short term in nature(something to ﬁx some recent complaints from a shareholder, which may not be aligned with the long term business needs). If we don’t pay enough attention to the difference between the business needs (long term) and the pain points(short term), the customer will not be happy with our proposed solution. In principle, if we are focusing on the long term needs of the business, we are really doing what is best for the customer’s business. But, if the long term business requires solution “Y” and the short term pain points need solution “X”, we need to ﬁnd a way to create solution “XY”. Even though solution “Y” addresses long term business needs, the customer has pain points now and they need to be addressed as well. Keep in mind that companies want business needs addressed,but people want pain points addressed, and it is the people that complain. Assuming that we have the technology and service capability available to meet both business needs and pain points,it is only our ability to understand, differentiate,
and address both business needs and pain points that will reduce customer complaints during pre-sales. Unfortunately,even if we do our work perfectly, there are still going to be a few customers that will not agree with our solution. At this point, a strategic business decision is needed. Do we give in and provide what the customer is demanding?My personal feeling is that we should walk away. The customer may complain if we walk away, but this is far less costly than providing what the customer wants and then having the customer complain after the delivery that the solution doesn’t meet the business needs or pain points. During the pre-sales phase, we also need to consider the delivery. Since there are many ways to deliver the same solution, we would typically deliver in a way that produces the lowest overall cost. Let’s say the lowest cost is achieved by delivering in the order “XYZ”. But, it could be that “Z” is related to solving a short term pain point. If we understand this during pre-sales, we may elect
to propose a bit higher cost delivery solution, such as “ZXY”, which still meets the long term business needs,but also ﬁxes short term pain points in a shorter time. Overall, if we want to live by the slogan, “The customer is always right”,then we have to use all of our capabilities to make sure the customer is, in fact, right. We don’t do this by always saying “Yes” or “Comply”. We do this through improving our communication ability with our customers. We do this through improving our understanding of their long term business needs and short term pain points. We do this through the use of our global knowledge. And we do this through guiding the customer to the right decision. It is clear that the customer is not always right, but as a business partner, it is our responsibility, through the above methods, to make the customer right! For more information, please click http://3ms.huawei.com/ connect/group/3605/blog_50369. html?mapId=61399 (By Leroy G. Blimegger Jr./HQ)
(By Zhang Dan/HQ)
A Reﬂection: Teaching English
efore joining Huawei in the year 2005, the language English was a part of my life like a daily routine. I thought and spoke in English but I did not pay attention to grammar or syntax ever! Though I was working as a writer, there was never a moment when I thought about the subtle aspects that make up the English language. That is to say that John was a boy and Mary was a girl. They were not nouns. Grammar was so intrinsically entrenched in sentences and words that I never thought of it as an aspect that required deeper analysis. I hardly ever identiﬁed a noun or a verb, leave alone adverbs, adjectives, modiﬁers and what so ever! In India, that’s how it is. We are taught English very early that it becomes our natural language. We seldom pay attention to the nuances of language. No doubt that most of us can speak reasonably good English, thanks to the English we learn in the formative years of our life. In our Kindergarten and then in primary schools, we learn that John is a boy and Mary is a girl (and that both of them are playing). That early we hardly talk about verbs and gerunds. One problem with this kind of learning is that we fail to recognize the elements that make up language. That’s why as an adult I felt that I had to learn grammar all over again, just like I did when I was in school. My understanding of English was somewhat limited until I started working with the Chinese translators. I started my career in Huawei working as an Editor with the Optical Network Language Support Team for HQ in 2005 and from there on, it has been a learning experience for me. I had to train editors and translators in English language. (And, I have no formal degree in teaching) To become a successful trainer in English, from a writer, I turned into a student, I realized that there’s no end to learning. I had to unlearn a lot of things for me to be able to learn and teach. I had to simplify my thinking and in the process, I realized how we complicate our language unnecessarily. Working as a language consultant, I also realized that it is indeed difﬁcult to explain the science of language because it is so dynamic and open to interpretation. Above all, I realized that I had to be open to criticism, debates, questions, arguments and a lot more than I had ever thought!
Teaching should cater to practical needs
When I started training the members, I tried to give more emphasis to communicative approach rather than the lecture mode. I did my home work and read up sites on the internet. My main goal was to make the audience effective communicators in English. To achieve this, I would involve the members to participate more in classroom like activities so that they acquire adequate command over speaking skills. To create this environment, I encouraged group discussions, where members spoke only in English. They could express their views, ideas and thoughts in English and thus they could develop the habit of speaking ﬂuently in English like they do in Chinese. It helped the members to listen to the views of other team members which in turn helped them to gain knowledge and enrich their vocabulary. Over the years, I have realized that most technical document handlers need inductive grammar teaching, using multiple examples, analyzing and comparing different aspects of language such as verb, tense etc. and use it correctly in communication process. In China, though some members shy away from talking in English, they are good at identifying the aspects of grammar and thus teaching them with examples clears their doubts effectively. In the Indian documentation teams, I have felt that though the members speak reasonably good English, their understanding of the subtleties of grammar is still an area that needs to be worked upon. Today, English has turned into a universal language, its presence and value in the world has expanded enormously in the past decades. As a trainer, I realize that language trainings should be able to cater to the practical needs of learners. One word that I have used most frequently but unintentionally in this article is “realize”. I am glad that Huawei has helped me develop as a writer, editor and trainer and has truly helped me evolve as a professional! (By Manju G/India)
A Motivational Poem When things go wrong as they sometimes will, When the road you're trudging seems all uphill, When funds are low and the debts are high, And you want to smile, but you have to sigh. When care is pressing you down a bit. Rest, if you must, but don't you quit. Life is queer with its twists and turns As every one of us sometimes learns. And many a failure turns about When he might have won had he stuck it out: Don't give up though the pace seems slow You may succeed with another blow. Success is failure turned inside out The silver tint of the clouds of doubt. And you never can tell how close you are. It may be near when it seems so far: So stick to the ﬁght when you're hardest hit It's when things seem worst that you must not quit. (By Bharat Alang/India)
Vision a Building Block Expedition of new expressway is marked on our way to show our vision in a
Step by step we are moving ahead without shed and sun on our head. Different perspective towards life deﬁnes our thinking process.
Every second we blink our eyes, a new light is created in our eyes to show our
vision on better side.
Vision is an inbuilt process backed by desires to fulﬁll in future aspect.
Ground values rooted person always reaches the sky towards his vision away
from his sight.
Core centric vision fulﬁlls dream with ﬁrm belief.
Attitude towards life plays a key role to embark vision with a clear tenor. (By Neha Bhasin/India)
1. Ma vlast, StarĂŠ Mesto, Prague 2. Charles Bridge
3. Prague Square 4. A bird's eye view of Cesky Krumlov 5. The Prague Astronomical Clock 6. Inverted image of Charles Bridge 7. Castle hill in Cesky Krumlov 8. Steet in Cesky Krumlov
8 HUAWEI PEOPLE