另外一条是从订单到产品交付（Order to Delivery）流程，简称OTD流程，这也是一条集成流程，起始于销售计划或订单，横跨销售、计划、采购、仓储、 生产、质量和物流等多个功能，结束于产品成功交付完成，很多企业对这条E2E流程也不陌生，因为就功能属性而言，在一些特定企业里又被称为ISC（集 成供应链管理），其实是以生产功能为核心对整个产品业务链条的进行集成而形成。 《进化》三 部曲 在我们以前的文章中，曾反复强调进入转型期之后，流程体系将从产品流程系统变为集成流程系统，集成流程是一种E2E（端到端）的业务流程，它的出现 才意味着企业正式进入转型期。集成流程是一种系统化、集成化的业务流程，是比产品流程更高层次的业务流程形式，因此产品流程做不到的事情，集成流 程能做到，它能打穿"部门墙"使业务活动能够直接与客户需求贯通，企业有能力面对不确定的市场环境。 业务流程系统演变 规律 企业转型最先建立的E2E流程应该是哪个？这个问题背后隐藏着另外一层含义，即哪个E2E流程对转型企业来说紧迫性、重要性优先级最高？而从这个问题 又可以衍生出另外一个问题，哪个E2E流程的建立，能够判断企业顺利进入转型期？因此这也是一个 ...

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].