There is a concept in management called“wild goose queue effect”.In my opinion, Huawei is the leading goose in the digital transformation of this concept.The head goose plays a leading role, while other geese follow the direction of the head goose, work together, form a synergy, and aim to fly to the destination in an optimal way. Huawei leads other ICT enterprises to form a large group of “geese” in the digital transformation, and leads them to fly in the established direction in the dimensions of platform, business and spirit.There is a concept in management called“wild goose queue effect”.

A platform for sharing benefits

“Wild geese” are supposed to share benefits. Different geese often prey on each other and send food to other geese nearby to form an interactive relationship.
The biggest significance of huawei’s digital transformation lies in the fact that it has built a solid platform for “wild geese” to take care of each other.

As Yan Lida, director of Huawei and President of BG, mentioned at Huawei China ecological partnership conference 2019:
Huawei is committed to being the base of digital China and the core of the digital world… Huawei will work with its partners to make the pie bigger and jointly pursue higher goals and define industrial standards. Provide a bigger stage to support more partners in the digital world.

Ecology of trust

“Wild geese” also need trust relationship. The reason why wild geese grow together is that they go north in spring and south in autumn and never break their promises — the same is true of ecology.
What if platforms are failing at an alarming rate? The following idea is mentioned in the article:
The most common errors of platform-level enterprises fall into four categories: mispricing in the market; Failure to establish trust with users and partners; Premature elimination of competition; Too late to the market.

“Building trust among users and partners” is seen as an important part — because partners on the platform tend not to do their best when trust is lacking.Especially the huge enterprise as a platform, the strength is too strong, casually do a new business, new company, can kill the partners.

However, Huawei’s digital transformation ecology has always adhered to the “three no” principle: no application, no data, no equity investment. This creates sufficient trust between the partners and Huawei.
Especially in this year, Huawei has upgraded the “integrated” strategy to “Huawei inside”. While giving full play to the role of channels and partners in the interface of transactions and services, Huawei also has a deep understanding of the business scenarios focusing on industry customers. Through active expansion, Huawei products can work closely with partners in all aspects, and ultimately create value for customers.