11月23日，广汽集团发文介绍，广汽集团总经理閤先庆于广州车展期间表示，"新广汽"的发展核心是要实现以"市场+技术"双轮驱动向科技型企业转型，第 一个转变，就是要把整个研发系统由过往的工程师思维转化为用户思维。从去年"番禺行动"以来，广汽整个体系做了很大的变革，全面导入了华为的IPD （集成产品开发），将用户需求深度融入到产品的市场洞察、定义到研发、交付端到端全流程。 关于华为深度参与的"五界"、"三境"的同质化竞争问题，閤先庆认为不存在同质化竞争，因为每一个品牌的定位不同，每一个产品面向的市场和消费者也不 同。启境面向的是更年轻、时尚且对车辆性能有极致需求的市场，閤先庆总结为"三高"，即"高颜值、高科技、高性能"，广汽集团致力于把启境这款产品打 造成业界的天花板。 閤先庆介绍，双方合作并不是简单的供应商模式，是双方的团队在一起深度共创，包括技术共创、需求场景共创，以及从产品定义、市场洞察到双方的研发 协同，从交付、服务到营销全链路的合作。与华为合作这一年多来，华为车BU派到广州的研发团队最少有200多人，高峰期时有800多人。如今，双方仍有 大量人员加速推进合作，目标是希望在明年年中把第一款最美猎装轿车推向 ...

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].