Core Viewpoint - GAC Group aims to transform into a technology-driven enterprise by integrating market and technology, focusing on user-centric development and innovation [2] Group 1: Transformation Strategy - The core of the new GAC's development is to shift the entire R&D system from an engineering mindset to a user-centric approach [2] - Since the "Panyu Action" last year, GAC has implemented significant changes by fully adopting Huawei's Integrated Product Development (IPD) model, embedding user needs into the entire product lifecycle from market insights to delivery [2] Group 2: Collaboration with Huawei - The collaboration with Huawei is not a simple supplier relationship; it involves deep co-creation between teams, including technical and demand scenario co-creation, as well as collaborative R&D from product definition to marketing [3] - Over the past year, Huawei has deployed a significant number of personnel to GAC, with at least 200 team members in Guangzhou and up to 800 at peak times, to accelerate the partnership [3] Group 3: Market Positioning - GAC's new product, "Qijing," targets a younger, fashion-forward market with high demands for vehicle performance, characterized by "high aesthetics, high technology, and high performance" [2] - The company aims to position the Qijing as a benchmark product in the industry, emphasizing the integration of traditional automotive features with smart technology [2]

Core Insights - The article emphasizes the transition from product process systems to integrated process systems, marking the formal entry of companies into a transformation phase [3][4] - Integrated processes are characterized as end-to-end (E2E) business processes that enable companies to effectively respond to uncertain market environments by breaking down departmental barriers [3][5] Evolution of Business Process Systems - The first E2E process that companies should establish during their transformation is crucial for determining the urgency and importance of the transformation [5][6] - A successful transformation requires a business process that connects research and development to sales, as any organizational change without this integration is deemed meaningless [5][11] Types of Integrated Processes - For manufacturing companies, the integrated process can be divided into two segments: the "Idea to Launch" (IPD) process and the "Order to Delivery" (OTD) process [7][8] - The IPD process starts from market opportunity identification and spans across multiple functions, concluding with the successful launch of a product, addressing the need for customization in response to market changes [7][10] - The OTD process begins with sales planning or orders and encompasses various functions, ending with successful product delivery, essential for balancing mass production and customization [8][10] Importance of Integrated Processes - Both the IPD and OTD processes form a complete horizontal product business chain that must be established first for companies undergoing transformation [11] - The clarity of this horizontal product business chain indicates that a company has successfully entered the transformation phase and is on the right path [11][13] Case Study: Huawei's Integrated Management System - Huawei was one of the first companies to establish the IPD and OTD processes, allowing it to move away from traditional business models [13] - However, many companies have blindly imitated these processes without understanding the underlying logic, leading to failures [13] - It is crucial for companies to develop a complete E2E process tailored to their specific circumstances, rather than merely replicating existing models [13]

Core Insights - The article discusses the challenges faced by many domestic private enterprises in China when attempting to adopt Huawei's Integrated Product Development (IPD) methodology, often resulting in short-lived enthusiasm and eventual abandonment of the initiative [1][2][15]. Group 1: Understanding IPD - IPD, originally developed by IBM and later refined by Huawei, is not merely a project management tool but a comprehensive system governance capability that shifts product development from reliance on individuals to a structured system [3][6][8]. - The core value of IPD lies in its ability to facilitate efficient collaboration and decision-making across large, cross-functional organizations throughout the product lifecycle [6][8]. Group 2: Transition from Individual to System Governance - The transition from "people management" to "system governance" is essential for modern enterprises to scale effectively, moving through stages from opportunistic teams to well-trained groups and finally to system-integrated organizations [4][6]. - Effective implementation of IPD requires a shift from command-and-control management to role-based collaborative governance, where responsibilities and collaboration rules are clearly defined [7][8]. Group 3: Professionalism and Commitment - Successful IPD implementation necessitates a foundation of professionalism, where each role within the process is filled by individuals with the appropriate expertise [9][10]. - High levels of discipline and commitment are required for IPD processes, as the system cannot rely solely on enthusiasm or goodwill [11][22]. Group 4: Cultural and Structural Considerations - The effective operation of IPD is heavily dependent on a culture of universalism and low power distance, which allows for equitable treatment and decision-making based on data rather than personal relationships [13][14]. - Without these cultural elements, the implementation of IPD may result in superficial adherence to processes while underlying "people management" practices persist [14][20]. Group 5: Long-term Commitment and Leadership Involvement - Many companies underestimate the complexity and long-term commitment required for successful IPD adoption, often expecting quick results from minimal investment [15][16]. - Leadership must actively participate in the IPD process rather than merely delegating it to others, as seen in Huawei's approach where top executives were deeply involved in the initiative [17][18][22]. Group 6: Conclusion and Readiness Assessment - Companies must assess their readiness for adopting IPD, recognizing that it is not a simple replication of Huawei's practices but a fundamental shift in governance and operational capabilities [21][22][23].