After moving resources and applications to the cloud, pioneering enterprises in the finance and telecommunications sectors have been stepping up efforts to dive into the cloud. They are trying to leverage innovation on the cloud to drive exponential business growth.

Huawei Cloud has suggested three ways for enterprises to dive into cloud: tapping into more cloud-native technologies, developing more application innovation on cloud, and drawing on state-of-the-art expertise and experience.

Enterprises have encountered many challenges as they seek to dive into cloud:

Difficult technologies: Cloud native comes with a wide range of tech stacks. There are a range of different infrastructure, applications, data, AI, and IoT technologies to be mastered, which can be challenging for many enterprises.Complex scenarios: As digital transformation continues, enterprises have to deal with more and more scenarios where different business needs are involved, where there are no unified standards, and where successful experience is hard to share. This hinders innovation.Challenges acquiring state-of-the-art experience: There have been no platforms available to consolidate and replicate state-of-the-art expertise and experience from industry pioneers.

How Huawei Cloud Helps Enterprises Dive into Cloud with Three Approaches

Huawei Cloud Stack is a cloud solution provided by Huawei Cloud to help large enterprises dive into cloud. Deployed on-premises, Huawei Cloud Stack enables enterprises to establish a secure, reliable, and efficient hybrid cloud with improved security and compliance and continuous service innovation.

To help enterprises rise to the challenges, and in response to the shift from cloud migration to a dive into cloud, Huawei Cloud Stack provides three key approaches to simplify technologies, develop easier specific-scenario solutions, and share experience.

Setting Up a Preferred Digital Foundation

Over the past two years, Huawei has set up teams dedicated to serving customers in different industries. Huawei Cloud Stack has established a preferred digital foundation to enable these dedicated teams to cooperate with Huawei’s internal ICT solution organizations, so they can jointly help customers speed up digital transformation.

We enhanced coordination with ICT products and helped adopt different technologies to provide product portfolios tailored to more customer needs.

We developed cloud-native disaster recovery and security protection capabilities to free customers from having to spend time maintain infrastructure, so they can better focused on innovation.

Plus, we standardized and visualized the processes of AI development, application integration, and data governance, and harnessed aPaaS capabilities to offer industry-specific expertise as APIs that can be called with ease.

Providing Standardized Scenario-specific Solutions

To accommodate the diverse needs of enterprises in different industries, Huawei Cloud Stack aims to provide scenario-specific solutions by tapping into continuous operations and cooperating with ecosystem partners.

We identify consistent customer needs in similar scenarios and integrate hardware, cloud service offerings, networking, configurations, and applications into a standard solution that can easily meet those needs.

We work with our ecosystem partners to pre-test the industry applications included in the solution and update them continuously to keep up to date with the most current customer needs. Only proven solutions are launched to market.

We also consolidate helpful procedures and tools such as an application migration procedure consisting of 12 steps in four stages and an automated migration tool. This helps standardize the process of continuous operations.

Distilling Experience into Professional Services

Huawei Cloud Stack provides over 70 professional services in 8 categories to distill Huawei’s own experience in digital transformation and their experience enabling digital transformation for customers in diverse industries. We provide the services for customers in numerous industries, services that help them build, move to, use, and manage cloud. Additionally, in the Huawei Cloud Stack zone of Huawei’s KooGallery, an online store, there are more than 500 popular applications available for enterprises to use. It is expected to act as an important application distribution platform for enterprises in the future. At HUAWEI CONNECT 2022, Huawei worked with Financial Information Technology Institute (FITI) to release the Modern Financial Core System White Paper, aiming to share the experience and expertise of developing modern core systems in the finance sector with customers across all sectors.

Huawei Cloud Stack has helped many customers dive into the cloud to unleash digital power. For the government of Foshan, a prefecture-level city in China, Huawei Cloud Stack’s Astro low-code development platform helped government application developers use iteration and visual orchestration to quickly create and roll out applications. Thanks to its low skill requirements, the platform also allows officers who want to use applications to develop applications by themselves. This means much higher efficiency. Huawei Cloud Stack’s mining industrial Internet solution integrates big data, application governance, IoT, ecosystem setup, and other technological advances. It has helped many mining companies, like Hongliulin Coal Mine of Shaanxi Coal and Chemical Industry Group, transform their mining operations. Also, using Huawei Cloud Stack’s professional data governance service, HydroLancang, a subsidiary of the China Huaneng Group, set up a data governance system that unifies data standards and lets data empower operations in the energy sector.

New Huawei Cloud Stack Version Unveiled to Unleash Digital Power

Over the next decade, more enterprises will dive into the cloud to reap more benefits and positive outcomes. As a trusted partner of enterprises in their cloud journey, Huawei Cloud has adopted two strategies:

Think cloud native and act cloud native in composable delivery, data-driven operations, DevOps development, service architecture design, and security and trustworthiness assurance to help enterprises promote application modernization.Explore a new model for industrial-scale AI development to operationalize AI in core applications of enterprises in diverse sectors.

Huawei Cloud Stack 8.2 was launched in line with Huawei Cloud’s strategies. This new version has been improved in many ways:

We have reinforced the infrastructure’s capabilities, including cloud-edge synergy and all-scenario disaster recovery. The cloud-native architecture they are built on provides a solid, resilient foundation for digital transformation. We developed a new security protection system consisting of Cloud Security Brain and seven layers of protection. Cloud Security Brain is a cloud-native security operations center backed by Huawei Cloud’s international security operations experience. It accesses more than 200 kinds of security data and provides over 100 security event response plans to offer actionable insights into risks and help close 99% of security events in minutes. The seven-layer system of protection provides comprehensive protection for physical machines, cloud servers, applications, and data.AI training, AI Cortex, and industrial Internet solutions have been put in place to drive cloud innovation and intelligent upgrade. The CityCore solution and Pangu mining model infuse AI into city governance and industrial development, at scale, and with continuous iteration and optimization.We have launched scenario-specific solutions such as industrial Internet for mining, a new financial distributed core, integrated finance management, and digital twins for cities. We also worked with third parties to release Modern Financial Core System White Paper, Financial Digital Transformation Best Practice White Paper, and Introduction to City Digital Twins. This way, we have distilled expertise and suited core needs of customers in the industry-specific scenarios.

Huawei Cloud Stack 8.2 helps enterprises in more sectors to reap more benefits from modernization and smart transformation:

Shenzhen’s Futian District leveraged Huawei Cloud Stack’s AI-powered CityCore solution to enable automated allocation of service tickets. Ticket allocation that took 4 minutes now needs just 50 seconds, and the accuracy reaches over 90%.Hongliulin Coal Mine of Shaanxi Coal and Chemical Industry Group worked in tandem with Huawei Cloud Stack to set up an intelligent integrated management and control platform with an industrial Internet architecture for mining. The platform centrally captures huge volumes of device data, provides over 100 device models and 400 operational models, and offers data insights into mining operations. This means distilled mining expertise, less manpower, and more secure and efficient operations.

Huawei Cloud Stack is now used to accelerate digital transformation for more than 4,800 customers across 150 countries around the world, customers including more than 800 e-Government cloud customers and 300 financial institutions. We have released more than 30 scenario-specific solutions tailored to multiple sectors, such as government, finance, transportation, energy, and manufacturing. The solutions include unified government affair management, financial intelligent data lake, and smart airport solutions.

In the future, Huawei Cloud Stack will continue to innovate to lay a more powerful foundation for digital transformation of every sector while joining hands with more customers to dive into cloud and unleash digital power.

Digital Transformation

The emphasis Huawei has placed on a wave of investment in optical fixed line networks is bearing fruit. At MWC 2023, the company unveiled a range of F5G
(Fifth generation fixed network) solutions for vertical industries. For Gu Yunbo, who manages the part of Huawei that sells optical network products to enterprises, this is the start of something big: a new wave of “green technology and digital transformation”.

Since 2020, Huawei has been working with industry parties on nurturing emerging standards for all-optical F5G. The reason for this investment in F5G includes spiraling traffic volumes on existing fixed line networks, caused by the roll-out of 5G and continuing digital transformation efforts.

Huawei describes F5G as “future-oriented strategic infrastructure”. Gu foresees widely available “ultra-high bandwidth, with optical networks directly connected to desktops, Wi-Fi access points and [IoT] machines”. For end users, he describes the result as having “almost zero latency and zero jitter.”

According to the management consultancy EY, global expenditure on F5G is growing at a rapid pace (18% CAGR). By 2025, EY expects the market to be worth over €400bn annually.

Much of the demand for fiber networks comes from consumer-facing industries (including cloud-based gaming, AR/VR, UHD video, smart transportation and smart home applications).

But Gu also sees F5G opening up new possibilities for employee productivity and digital transformation.

Gu says: “Huawei has released five solutions for digital transformation scenarios in various industries. These include campus networks, WAN production networks, industrial IoT, data center interconnects, and all-optical sensing solutions.”

At MWC, Huawei unveiled a 50G POL prototype designed to upgrade campus networks. Initially, the aim is to support the roll-out of ultra-fast “Wi-Fi 7-oriented” green campus networks, particularly in educational and healthcare scenarios.

“In practice,” says Gu, “we find that although 10G PON can meet campus requirements in most cases, the rising use of AR/VR teaching, 3D medical imaging, and remote interactive office poses new requirements and challenges on network bandwidth and latency.”

Huawei has also been working on digital transformation projects that directly rely upon optical networking scenarios. In electrical power generation, for example, optical F5G networks, alongside video and sensors, will play a key role in enabling remote inspection of power lines.

To underpin solutions like this, Huawei unveiled the industry’s first end-to-end OSU product portfolio at MWC. Gu describes the portfolio as “building a reliable optical communication base” for energy, transportation and other industries.

In the interview, Gu also described three additional optical-related launches at MWC. These included a lossless industrial optical network solution to improve working conditions and efficiency in large-scale industrial scenarios and a high-precision optical-visual solution for perimeter inspection at large facilities such as railways and airports.

In a sign of things to come, Huawei has also been building F5G solutions for the data center, including storage-optical interconnects (SOCCs) for financial transactions where speed and reliability are at a premium.

“We are continually working with industries to promote wide application of F5G in various industries,” said Gu. “We believe that F5G, as it evolves, is going to strengthen the level of innovation and reshape productivity.”

Find out more about Huawei’s optical solutions here.

Digital Transformation

Figure 1: Source: IDC’s Future Enterprise Resiliency and Spending Survey, Wave 2, March 2022


For today’s teams, it is exceedingly complex and costly to support multiple generations of infrastructure and applications. What’s worse, according to an IDC report on network observability, this is the number one challenge to achieving digital transformation success.

The right data will lead you to the right root cause

The reality is that teams lost visibility and control when workloads started moving to cloud and SaaS environments. To get that visibility and control back, you need to be able to collect, correlate, and contextualize network and user experience data from all networks—whether you own the infrastructure or not.

Today, it is actually possible to realize complete network monitoring visibility, even across multiple generations of network infrastructure. You can establish unified views of bare metal infrastructures, VMs, and containers, even those hosted in ISP, cloud, and SaaS environments. 

In action: Full NetOps visibility and control

I recently caught up with an IT executive at a U.S.-based financial services institution. This organization provides services to banks all over the nation. When the organization began migrating services and workloads to the cloud and adapting to hybrid work realities, they realized they had an urgent network monitoring need. Customer and employee services were suddenly reliant upon internal corporate networks, ISPs, and cloud service providers. When customers and employees encountered downtime and performance issues, they needed to be able to quickly identify which domain the problem was arising in.

Their team was able to establish the comprehensive network monitoring capabilities outlined above, including across ISP networks, their data centers, and the cloud. Now, they’re tracking the user experience, no matter where customers or employees are located.

This visibility provided immediate dividends. For example, when a banking customer began reporting timeouts and latency issues, the financial service firm’s NetOps team was able to quickly identify the cause of the issue: a misconfigured load balancer running on the customer’s network. This is a great example of how teams can improve mean time to innocence (MTTI) when they have the right data in front of them. The NetOps team could quickly determine the issue wasn’t arising in their environment.

Not only does this provide significant improvement in operational efficiency and service levels, but it enables better, more proactive customer service. As a senior systems manager with the financial services firm stated, “We showed the customer that we really do care about them and their business, and we can continue to improve the outcomes our services provide.”


Everyone is talking about network observability today, but any industry analyst or seasoned IT veteran will agree: network observability is really just about having a network monitoring system that collects a complete and diverse set of network data and delivers actionable insights. By harnessing these capabilities, this financial services firm was able to improve network delivery, optimize the user experience, maintain business continuity, and achieve better business outcomes.

Click here to learn more.


The transformation imperatives

In recent years, global enterprises have gone through tectonic shifts, responding to massive changes in their societal, competitive, and geopolitical realities. These trends have had many consequences, but they’ve all served to intensify a key imperative: rapid digital transformation. While progress has been made, many organizations still have a lot of work to do—and many obstacles to overcome.

The challenge

Too often, teams are seeing that their transformation initiatives are being stalled. While it is natural to think the problem is due to a lack of funding, staffing, and so on, this isn’t necessarily the cause.

In fact, adding more people or tools may do little if anything to enable organizations to make significant progress. Why? The core issue typically isn’t a lack of resources; it’s a lack of alignment between the teams and tools that are already in place.

For example, a recent survey found that more than two-thirds (68%) of respondents said their businesses continued to be plagued by a long-standing issue: the disconnect between software development and business strategy. (The findings from this survey are now available in a report, which is entitled 2023 Value Stream Management Trends.)

Often, adding more people or technologies doesn’t solve these problems—it exacerbates them. 

The promise of Value Stream Management

As teams look to fuel the success of their strategic transformation initiatives, Value Stream Management (VSM) is emerging as an increasingly essential approach.

VSM has the potential to eliminate many of the most significant obstacles that currently stifle digital transformation. That’s one major reason why it’s been gaining such widespread traction: According to the same survey, 86% of organizations have adopted VSM or plan to. Through VSM, teams can be more fully aligned with the needs of the customer, and maximize the value that gets delivered.

Announcing the 2023 Value Stream Management Summit

While the benefits of VSM are enormous, that doesn’t mean they’re guaranteed. To help teams more fully capitalize on the opportunities presented by VSM, Broadcom is holding its third annual VSM Summit. Here are just a few highlights you can expect from this year’s event:

Industry analyst shares latest VSM trends and insights. Forrester analyst Chris Condo will share some of his firm’s latest findings in terms of market trends and show how teams can leverage VSM data to tackle their top transformation challenges.Transformation leaders share what’s worked for them. Executives from The Hartford, HCSC, Memorial Sloan Kettering, and Tyson Foods will discuss some of the specific approaches and strategies that helped propel their success.Broadcom executives to share key solution advantages. Senior management from Broadcom will reveal how optimized value streams can help your teams maximize visibility, alignment, trust, and value.


Whether you’re just about to embark on your VSM journey or you’re looking for ways to get the most out of your initiatives, this event will provide a lot of insights and value. To learn more and register, be sure to visit our VSM Summit page.

Devops, Software Development

At Topgolf Callaway Brands, digital transformation has been a key enabler of strategic growth and expansion, laying the foundation for the company’s future.

Ely Callaway Jr. founded the company in 1982, buying Hickory Stick USA golf clubs after that maker started running low on funds. In 1986, the company released the Big Bertha driver using computer-controlled manufacturing machines. While golf clubs and golf balls remain the company’s beating heart, over the past 40 years its revenue mix has shifted to include apparel and gear. Its acquisition of Topgolf International, completed in March 2021, added technology and tech-enabled entertainment to the mix, pushing the company toward digital transformation.

“The acquisition of Topgolf, I would say, is the final move to get into the digital space as a brand,” says Fabio Casanova, IT global solution advisor and retail solution architect at Topgolf Callaway. “Topgolf is known for its venues, for the locations, but what many people don’t know is that Topgolf have the IP for the Toptracer technology.”

Toptracer is a ball-tracking technology that uses complementary metal-oxide-semiconductor (CMOS) image sensors to capture a golf ball in flight. It uses multiple video angles to extrapolate the flight of the ball. The PGA Tour uses the technology to help broadcasters present information to fans about a shot’s rise, speed, arc, and distance. Topgolf driving ranges provide golfers with data about their performance at the range via a mobile app.

“Topgolf is a tech company,” Casanova says. “It’s going to help Callaway transition from a manufacturer, wholesale business to digital.”

Driving digital transformation

Topgolf is just the latest in a string of acquisitions by Callaway, including fashion brand TravisMathew and OGIO International (a maker of golf bags, backpacks, and travel luggage) in 2017, and Jack Wolfskin (an outdoor apparel, footwear, and equipment company) in 2018.

Callaway inherited a lot of legacy systems as a result of the acquisitions, and its current digital transformation journey has been driven by a need to migrate those disparate legacy systems to a single system. Casanova notes that not only does the company want to unify the data across its various brands, his team of eight doesn’t have the various skillsets needed to maintain all those legacy systems.

In 2016, 84% of Callaway’s revenue mix was in golf equipment. By 2021, the mix had shifted to 38% in golf equipment, 38% from Topgolf, and 24% in apparel, gear, and other lines of business. By fiscal 2025, Callaway projects Topgolf will account for 46% of its revenue mix, with golf equipment at 27% and apparel, gear, and other lines of business providing 27% as well.

That ongoing shift is making direct customer engagement increasingly important, which means the company must leverage its organizational data to deliver intelligent, personalized customer experiences to remain competitive. To do that, Callaway is working closely with partners GK Software, a specialist in cloud services for retail, and SAP.

The current push started with a project to streamline point-of-sale (POS) processes for Callaway’s TravisMathew brand. It deployed the SAP Omnichannel Point-of-Sale application by GK, automating workflows and helping make finance and store staff more efficient by providing them with a unified, integrated solution.

“Now you start gathering all this information from a customer perspective,” Casanova says. “Replatforming, data mining, building our data lakes to just clean the data, because back in those days it was so many systems, the data was not consistent. Now we’re having one single point of entry. We migrated 200,000 retail customers from TravisMathew to us.”

Those customers, Casanova explains, were in a kind of “sleep” stage — in the database but not active. When Callaway launched the new PoS application, it also launched a new contact form that would allow it to relate new purchases to existing customers to generate a customer history, with extra loyalty points as an enticement.

“This was really successful,” Casanova says. “It’s been four years now since we launched the loyalty program from TravisMathew and we already have a million subscribers.”

For the IT team, the new PoS application meant they could monitor the system environment for all TravisMathew stores from a single location, enabling them to identify and address maintenance issues quickly. Data could also be shared automatically between the head office and individual stores, streamlining finance processes. Automation eliminated the need for manual data entry, reducing errors and saving time.

Going global

That project laid the groundwork for the international expansion of Callaway’s various brands.

“Now, when I have a new country, I have 80% of my process, my system, everything already configured,” Casanova says. “What I do is simply go to the country to see if there’s any digitalization that I need to adapt, but it’s literally just switching on and off features.”

Since 2020, the company has done six big international rollouts — including replacing all the systems and installing all the stores in a new country — at an average of about three months for each rollout.

“What takes more time is literally the change management and training, rather than the system itself,” Casanova says. “I think the key is having this standardized solution using SAP in GK because it’s literally copy and paste. We add a new company code. The master data is the same. We have the image ready to deploy.”

For now, Callaway still runs everything on-premises on its own infrastructure because the company is not yet ready from a structural standpoint to make the transition to the public cloud.

“You have all these domains, network-wise it’s very difficult to get employees, payroll, everything else — it takes time,” Casanova says.

He and his team have focused on enabling the business from a front-end perspective, but the plan over the coming year is to migrate the back end from its on-prem infrastructure to the public cloud.

Digital Transformation

In today’s era of economic uncertainty, enterprises must embrace digital transformation to stay relevant. By 2026, global spending on digital transformation is expected to reach US$3.4 trillion, and this trend is accelerating. For most enterprises, digital transformation encompasses the infrastructure needed to facilitate computing, storage, and networking, while digital technologies such as the cloud, Artificial Intelligence (AI), and advanced networks are critical enablers for future digital development.

To further the discussion on these technologies, Huawei hosted its 5th Industry Digital Transformation Summit at the Mobile World Congress (MWC) 2023 in Barcelona. The Summit acted as a platform that engendered meaningful conversations among global enterprise customers and digital industry leaders, and facilitated discussions on innovation and development in the realms of digital infrastructure and digital technologies.

Developing Tailored Digital Solutions for Industry Applications

As digital technology matured, so have the demands for tailored, scenario-specific digital solutions in various sectors. Solutioning requirements across industries, or even within industry verticals, often appear similar at first. However, to fully realise the benefits of digital innovation, organisations need to match specific scenarios to specific solutions.

At MWC 2023, Huawei showcased how it works closely with diverse global and local partners to provide a range of scenario-specific solutions for public services, healthcare, education, and electric power suppliers.

Despite having already launched more than 100 scenario-based solutions, David Wang, Executive Director of the Board, Chairman of the ICT Infrastructure Managing Board, and President of Enterprise BG, Huawei, emphasised the company’s continued commitment to deepen its roots in the enterprise market and go further in its pursuit of innovation.

“We are ready to use leading technologies and dive deep into scenarios. Together with our partners, we will enable industry digitalisation, help SMEs access intelligence, and promote sustainable development to create new value together.” added Wang.

David Wang delivered an opening speech for the Industry Digital Transformation Summit


Huawei’s scenario-based approach is already transforming diverse industries, including education and finance. Some notable examples include:

Huawei Smart Classrooms

In traditional school systems, teaching resources tend to be unevenly distributed due to infrastructure and economic differences. Over the last five years, China invested over 1.7 trillion yuan to solve this imbalance, developing smart classrooms in 90% of the country’s schools.

Students from all regions, rural and urban, now have the same access to immersive learning and high-quality teaching resources via a national smart education platform. At MWC 2023, Huawei announced the launch of the Smart Classroom 2.0 solution, leveraging Wi-Fi 7 and intelligent edge devices to enable smart teaching practices through cloud-edge synergy.  The smart classroom solution has opened a world of equal educational opportunities to students of all backgrounds.

Intelligent Finance

Mobile payment is fast becoming a global norm: two billion people were using mobile payments worldwide, with a total transaction volume exceeding US$17 trillion, with an annual growth rate of 27% in 2021. But not everyone has access to a mobile phone or formal banking facilities. In Ghana, two thirds of the population lack a bank card, and 60% of people use feature phones rather than smartphones.

Recognising these challenges, Ghana Commercial Bank launched the mobile money platform G-Money which allows Ghanaians to use their mobile phones for deposits and money transfers; this attracted over 700,000 mobile money users. At the heart of Mobile Money is Huawei’s mobile wallet solution, designed to enable basic financial services on feature phones and smartphones, just one example of Huawei’s work with global partners to build payment and micro-finance solutions. Today, Huawei’s Intelligent Finance Solution is a trusted service provider for 400 million users worldwide, from street vendors in China to migrant workers in Ghana.

Collaborating with Global Partners and Helping SMEs Access Artificial Intelligence

To build effective solutions that enable digitalisation, Huawei leverages its global partnership ecosystem of more than 35,000 partners. Huawei works closely with these partners to constantly build stronger capabilities within the ecosystem, while cultivating a deep pool of ICT talent. To date, Huawei has certified over 750,000 ICT professionals and has collaborated with over 2,400 talent alliances.

Huawei is also focused on enabling SMEs, by making it easier for small enterprises to get access to a range of digital infrastructure, technologies, expertise, and Artificial Intelligence.

Holding True to Social Values

As societies worldwide grapple with the effects of climate change and the challenges of ensuring environmental sustainability, technology is playing a critical and growing role in mitigating human impact on the environment.

Digital technology has immense potential to promote sustainable development while creating greater social value through innovation and collaboration. Whether it’s ensuring biodiversity through digital solutions or achieving energy efficiency through better-designed ICT infrastructure and networks, Huawei is constantly pushing boundaries, developing solutions that help industries address the growing challenges of climate change and biodiversity loss.

Driving Technology Forward for the Future

Research and development (R&D) are the key to innovative new products, services, and business models, but to deliver genuine value, R&D must be deeply embedded in the organisation’s mission and culture. Huawei’s commitment to innovation and driving digital technology is evident in its consistent commitment to R&D: 54.8% of Huawei’s workforce is engaged in R&D, working on US$132.5 billion worth of R&D investments in the last decade. Today, Huawei possesses one of the largest patent portfolios in the world, with active patents across over 45,000 patent families.

At MWC 2023, Huawei launched its latest innovations:

A new series of smart campus network solutions, built on Wi-Fi 7 and 50G PON technologies.

The first data centre ransomware protection solution, powered by network-storage collaboration.

Huawei Cloud’s KooVerse unified cloud infrastructure and new cloud services, such as LandingZone and GaussDB, to help enterprises of all sizes embrace and leverage the cloud.

“Digital technology is the right place for us to help industries go digital. Huawei will focus on connectivity, computing, cloud, and other digital technologies. We will continue inspiring innovation to drive industry digital transformation.” said Bob Chen, Vice President of Enterprise BG, Huawei, at the summit.

In his keynote speech, Bob Chen outlined how digital technologies have impacted the development of the world’s economy, cultures, societies, and environment.


Huawei today is a trusted partner to over 700 cities as well as 267 Fortune 500 companies around the world. Looking to the future, Huawei will continue to build on its strengths in the digital enterprise segment, grow with customers and partners, and lead innovation in digital infrastructure.

Learn more about Huawei’s latest innovations and how the company creates new value together with global partners here.

Digital Transformation

As healthcare providers emerge from the operational disruptions caused by the global pandemic, IT and business leaders are renewing their focus on “quality”– specifically, have digital investments provided quality and value for IT systems; is technology improving quality for caregivers inside facilities; and have digital transformation efforts enhanced the patient experience and the quality of care they’re receiving?

Trent Sanders, director of U.S. Healthcare & Life Sciences at Kyndryl, says much has changed for healthcare providers over the past three years. “2020 was reaction mode,” he says. “Healthcare providers kept the lights on and sprinted to solve problems like suddenly having to serve 50% of your population via telehealth.”

In 2021, he says, healthcare providers could see a light at the end of the tunnel, “so there was a lot of planning and preparation to open back up.”

2022, he says, “is all about action and execution. That’s why we’re seeing significant pressure at the board level around technology value realization – are we getting results from the areas where we placed our bets?”

The key for success in many of these new digital transformation efforts will be collaborating with partners in areas such as technology modernization, security, data, and artificial intelligence (AI). “Companies like Amazon and Kyndryl are coming together to help organizations and their employees perform,” says Sanders. “This concept is especially true in healthcare, where many companies are ingrained in decades-old processes that inhibit their ability to modernize.”

Many digital transformation efforts require a level of digital expertise that many organizations are not equipped to handle. “Hospitals and large payer institutions are not in the core business of IT,” Sanders says. “They are in the core business of how to improve the caregiver experience and improve the member population.”

It’s safe to say that healthcare providers, just like organizations in most industries, have moved some applications or workloads to the cloud. But there’s been a slower shift of mission-critical workloads, which in the case of healthcare providers include electronic health records (EHR) applications and imaging systems. Moving those systems to the cloud to make them more scalable, more secure, and more accessible – and enhancing them with advanced analytics and AI capabilities – is an important next step.

“It’s now about taking great technology, great services, and merging together in a programmatic approach to align to better caregiver and patient outcomes,” says Sanders. “Moving an EHR system to the cloud is not the outcome. The outcome is what you can do with it once it’s there.

“It’s also about the services that you wrap around it,” he says. “For example, taking advantage of AWS’s AI and machine learning capabilities to do population and health modeling much faster than you could before.”

The scale, performance, and advanced capabilities of the cloud will help healthcare organizations justify future investments in digital transformation to drive better caregiver and patient experiences and improve the quality of healthcare.

Learn more about how Kyndryl and AWS are innovating to help healthcare providers and other organizations achieve transformational business outcomes.

Cloud Computing

Over the past few years, technological and business advancements have created increasingly grand expectations. Your customers expect an “always on” experience. (Today, you can also add “always fast,” “always intuitive,” “always successful,” and so on.) Fundamentally, if customers find it too difficult to engage digitally with your business, they’ll engage elsewhere.

Digital transformation: The implications for network operations

Meeting heightened customer expectations is basically what digital transformation is all about. In the race to meet these expectations, speed innovation, and stay competitive, organizations continue to adopt transformational technologies and services, such as cloud offerings, SaaS, SD-WAN, and more.

However, by adopting these approaches, network operations (NetOps) teams have to contend with some fundamentally different requirements and challenges. In the past, organizations like yours had data centers and remote offices, which were all connected via a network your teams owned and managed. Your NetOps teams had full visibility and control; they knew every packet, route, and device on the network.

Today, your NetOps teams are contending with a completely different paradigm. Now, critical services are fundamentally reliant upon networks that the NetOps team doesn’t own, manage, or have visibility into. 

The result is that NetOps teams contend with more complexity, while their ability to meet their charters erodes. According to recent research, 74% of enterprises are planning to deploy 10 or more new network technologies over the next two years. In addition, 81% currently report they have network monitoring blind spots. Another report found that between 2018 and 2022, the percentage of NetOps teams that are successful with their overall missions has declined from  47% to 27%.

Why is NetOps getting so difficult, and how can you beat these odds? Keep reading.


The advantages and NetOps obstacles of transformation

The adoption of SD-WAN, cloud, and SaaS, and the widespread reality of hybrid work have completely changed NetOps. While each innovative approach offers advantages, it also introduces NetOps challenges.

Public cloud

Public cloud services are popular because they offer organizations flexibility, lower costs, and more rapid deployments. But these services present entirely different traffic patterns than those of the past. The reliance upon external, third-party networks presents significant blind spots. This results in lengthy troubleshooting times, increased operations costs, and greater risk of user experience issues.


Similarly, the adoption of SD-WAN presents both advantages and challenges. These technologies can give the business a more secure and cost-effective highway to the cloud. However, SD-WAN can also leave already-stretched NetOps teams contending with tens of thousands of new events and alarms. Further, SD-WAN vendors don’t offer coverage of cloud networks, your data centers, or the Wi-Fi networks work-from-home users rely upon.


Replacing legacy apps with SaaS can provide an array of benefits, including reduced infrastructure and operational costs. However, you also lose visibility and control when your users start relying on apps that are running outside your data center.

Work-from-home models

The move to hybrid and work-from-home models provides many advantages, enabling employees to be productive, no matter where they may be. However, without a way to gain insights into the ISP and local Wi-Fi networks users rely upon, your NetOps teams have no way to spot and preempt potential issues. They’re stuck reacting to problems after the fact, and the business is saddled with diminished productivity.


Don’t let the “gotchas” of digital transformation get you. Make sure your digital transformation plans include a plan for NetOps transformation. It is only by gaining visibility and control of modern, hybrid network ecosystems that you can safeguard service levels and maximize the potential of your transformations.

To learn more about Experience-Driven NetOps, visit Broadcom.

Digital Transformation

The pandemic accelerated the urgency for reform in health and social care around the world, which strained resources to unprecedented levels. The effects are still being felt and in Northern Ireland specifically, ongoing political instability is further complicating approaches to digital transformation. Although progress is being made that should be recognized and celebrated, Dan West, CDIO for Health and Social Care in Northern Ireland’s Department of Health, understands that the pandemic still casts a lingering shadow over national health and care systems, contributing to continuing rampant fatigue among staff and subsequent strikes over pay.

“From a people perspective, things are pretty strained at the moment,” he says. “All of the capacity and operational challenges that were present in healthcare prior to the pandemic are magnified now. Waiting lists have grown and diagnosis and treatments have been delayed or missed due to some of the burden the pandemic brought on the system. Plus, the absence of a functioning devolved executive, due to an ongoing dispute by the DUP over the Northern Ireland protocol, adds to all of those challenges. It all reduces the ability to arrive at a budget settlement that shifts resources into the health and social care space. So you can see how my job has had to react to all of those stimulants.”

Leaders in the public sector and healthcare might worry about a return of red tape that could slow down innovation, too, but West has a more resilient outlook to progress by, as he says, never wasting a crisis.

“We’ve been able to accelerate the things we knew we needed, but we also had a rate of adoption of collaboration and flexible working tools that we wouldn’t have seen in peacetime, if you like,” he says. “I was doing some work in a trust in the English NHS and we gave everybody tools, laptops and mobile solutions, and redesigned the operating model and how we worked together. There was resistance, though, where people felt they still needed an office, but there was an exponential increase in the use of virtual tools and capabilities to how we interacted with each other as professionals, and with our patients. We need to make sure that how we deliver digital capability to our staff, and how we do digital enablement of services for citizens, is not allow that elasticity in bureaucracy to snap us back to traditional ways of working.”

CIO Leadership Live’s Drinkwater recently spoke with West about how to put people first in a system under increasing pressure to function as it strives to digitally transform amid a backdrop of political and environmental uncertainty. Watch the full video below for more insights.

On balancing efficiencies: To sustain health and social care services into the future, we need to find a way to get more output from the same or maybe even reducing resources. And I don’t think anybody would suggest that digital is some kind of panacea to all of this. The real requirement is in and around staff. But the absence of the money to hire more doctors and nurses, the lead time, and then training them to bring them into the service means that digital has to be part of the jigsaw puzzle to address those challenges. The projects and products we delivered during COVID-19 adopted some of the techniques and technologies that allowed more efficient digitally enabled services.  

On continuing important work: There’s an impact on the experience of citizens, interacting with health and social care services, and leveraging cloud technologies, smart phone apps, and agile delivery methodologies that allowed us to quickly put things in place in a way we haven’t done previously. The COVID Care NI app, for instance, is like a symptom checker and chat bot that provides a personalized package of advice based on personal circumstances and how it related to evolving regulations. Also, the Bluetooth proximity app Stop COVID NI was the first of its kind to launch in the UK, and the first globally to achieve international interoperability, given our shared border with the Republic of Ireland and the Epidemiological Unit of the Island of Ireland. It was important for us to create our sharing capability. A new way of delivering vaccines and vaccine management and convenient booking capabilities was also big. All of those things really changed the paradigm. It moved away from the traditional, matriarchal approach to delivering healthcare services, galvanizing and empowering patients and their families more and how they interacted with services. I’m interested in how we could maintain momentum around those experiences in a post-pandemic world, to leverage technologies and techniques like that, to deliver improved and modernized experiences and services.

On progressing the digital conversation: The fail fast mentality to get product out there that can help us change the way people work and live is one of the key focuses for all technologists in parallel to public scrutiny. People will be more risk-averse than they were during the pandemic, so let’s not allow those big public processes to push us back into traditional ways of working. What we saw was the digital tail wagging the clinical dog. Historically, we tried to avoid that. We tried to have the operational care model and service design drive out technology requirements. I’m not suggesting that shouldn’t be how the world works, but during COVID, the technologists could go beyond the current operating environment where we were trying to build the pandemic response, and look around the world and see the pockets of innovation and best practice—like building a new vaccine management platform with a publicly accessible appointment booking service. That didn’t come from an operational or clinical policy discussion. It was something a colleague in Scotland introduced me to, and I then took it as a digital reader to the Public Health Operational and Clinical Response to say, “We need to start thinking about this.” We can bring digital upstream in the policy conversation and collaborate differently with clinicians who have a better understanding of the benefit and potential impact that digital can have, as well as the way they form relationships and transactions with citizens. All those considerations that allow us to alter the dynamic and accelerate how we can transform services is an environment that’s resistant to change.

On grassroots involvement: I had never done startup stage work in technology, but it’s something I’m interested in to build my own experiences. I’m also quite passionate about the local technology sector. So I’m helping a young reg-tech and insure-tech business to create an initial suite of products that will work within governments, the insurance industry, and home and business owners to address the fact that one in five properties in the UK can’t secure risk-reflective and affordable insurance against flood damage. That’s not sustainable for us, as a society. So technology has a part to play in the information relationship between governments, the insurance industry, and those businesses and homeowners, so that as we increase resilience of our properties through flood risk interventions, we can build that body of evidence that drives us toward a risk-reflected market in insurance. It’s a really interesting opportunity and a different environment to work in compared to the health and care day job. Belfast is getting a good reputation now for technology, so getting involved in a startup and taking it through a launch was quite an interesting opportunity.

On the value of people: To continue delivering and working through priorities for our trusts, and make the digital journey achievable is we have to recognize that projects and programs are just a means to an end. The technology itself is not what we’re all about. It’s about the people being able to deliver better healthcare services, our staff being able to do their jobs better, and our citizens interacting with safer, modern and more convenient healthcare experiences. It’s the opportunity to shift health and social care from being an economic burden for society in Northern Ireland to a real opportunity for growth and innovation. And those people aspects of that technology portfolio must be our focus over the next few years as we carry on this digitization journey in health and care. In a resource constrained environment, we have to evidence that all of these technology investments are delivering a real change for people in the region.

CIO, Digital Transformation, Healthcare Industry, IT Leadership

Many CIOs will face a challenging year grappling with growing pressure from transformation initiatives, weekly layoff announcements, and the prospect of a recession.

While digital initiatives and talent are the board directors’  top strategic business priorities in 2023-2024,  IT spending is forecasted to grow by only 2.4% in 2023. Tech companies have laid off over 250 thousand employees since 2022, and 93% of CEOs report preparing for a US recession over the next 12 to 18 months.

The message to CIOs is to do more with less, and the implication is that CIOs must look at digital transformation initiatives differently than in years past.

Speed of delivery was the primary objective during the years leading into the pandemic, and CIOs looked to improve customer experiences and establish real-time analytics capabilities. During the pandemic, speed remained a priority as CIO shifted to automate workflows and improve employee experiences.

But 2023 is shaping up to be paradoxical, and after speaking to hundreds of CIOs over the past couple of years, I have been advising them to seek force multipliers in their digital transformation initiatives.

What are force-multiplying initiatives?

Force-multiplying digital transformation initiatives aim to accomplish multiple strategic objectives through a single vision and investment. Examples are initiatives to improve both customer and employee experiences or others that deliver a combination of innovation and security enhancements.

Here’s an example of a non-multiplying initiative; a sequential phased delivery familiar to CIOs. Some IT organizations elected to lift and shift apps to the cloud and get out of the data center faster, hoping that a second phase of funding for modernization would come. But the faster transition often caused underperforming apps, greater security risks, higher costs, and fewer business outcomes, forcing IT to address these issues before starting app modernizations. A force-multiplying approach would consider several objectives and recognize that a speedy cloud transition may cause a longer, more expensive transformation.

So what should CIOs look to do today to drive digital transformation, identify force multipliers, and define initiatives that enable smarter, safer, and faster business outcomes? I’ll be covering more examples of force multipliers in upcoming articles, and here are three to start that should apply to most CIOs and their IT organizations.

Agile for hybrid teams optimizing low-code experiences

The agile manifesto is now 22 years old and was written when IT departments struggled with waterfall project plans that often failed to complete, let alone deliver business outcomes. Today, many CIOs must determine which agile tools to use and where to create practice standards.

Assemble a team of Scrum coaches, and they’re likely to debate how much empowerment self-organizing teams require, when to estimate user stories, and whether sprints remain relevant when devops teams are automating deployments with CI/CD.

While many organizations are successful with agile and Scrum, and I believe agile experimentation is the cornerstone of driving digital transformation, there isn’t a one-size-fits-all approach. The organization’s size, types of programs, compliance requirements, and cultural readiness are just a few of the key variables requiring consideration.

Several overlooked variables can help propel agile practices as digital transformation force multipliers.

Transition from daily standups to hybrid virtual ceremonies. One of the common complaints agile team members voice is the number of coordination meetings and time spent in them. CIOs should consider technologies that promote their hybrid working models to replace in-person meetings. Scrum masters can use Slack or Microsoft Teams to replace some standups, while agile team leaders can record virtual sprint reviews so teammates and stakeholders can review them at times convenient to them.Apply agile when developing low-code and no-code experiences. People still associate agile as primarily a software development practice, yet many organizations use Kanban and Scrum in marketing and other department workflows. CIOs looking to close cultural and practice gaps between business stakeholders and IT can apply agile methodologies to citizen development (no-code) and low-code app development as a bridge that unifies vision and practices.

The key for CIOs is finding their organization’s agile way of working and aligning it with other efforts that expand technology capabilities beyond the IT department.

Align data science and data governance programs

Remember when infosec was brought in at the end of the application development process and had little time and opportunity to address issues? Devops teams now look to shift left security and implement continuous testing to develop more innovative, secure, and reliable features from the start.

There are similar concerns for CIOs looking to build data and analytics capabilities.

In pursuing a data-driven organization, CIOs will likely have centralized data scientist teams developing machine learning models, data analysts using self-service business intelligence tools, and a myriad of spreadsheets still used in operating functions. Then, often reporting to risk, compliance, or security organizations, are separate data governance teams focused on data security, privacy, and quality.

CIOs seeking a force multiplier will merge dataops, data science, and data governance initiatives by creating multidisciplinary agile data teams and aligning on business objectives.

Here are some force-multiplying differences achievable by agile data teams:

Want that dashboard, then update the data catalog.Release an updated data viz, then automate a regression test.Integrate a new data source, then scan and mask the data for personally identifiable information.

Achieving the data visualization or building an ML model without applying data governance best practices introduces risks and grows technical and data debt.

AIops that improves performance on more apps

One study reports that global custom software development will reach $85.9 billion by 2028, rising at a market growth of 20.3% CAGR.

I can’t imagine IT operations teams will keep up with this growth while increasing app reliability, performance, and security without using automation and machine learning capabilities. AIops platforms that centralize observability data, correlate monitoring alerts, and enable automated response can be a digital transformation force multiplier for enterprises with too many apps and too few people in the network operations center (NOC) responding to incidents.

These are three of my example force multipliers that every organization driving digital transformation should consider. The pressure to do more with less, drive faster and smarter business outcomes, and enable safer innovations won’t let up anytime soon.

Digital Transformation