After 17 years of serving within the government, I have witnessed firsthand how the efficiency of government services has steadily improved over the years. While I have always believed in the value of continuous improvement, my career took an unexpected turn when I applied for the Cross Fertilisation Programme (CFP) under the Public Service Department. The program offers public officers the opportunity to spend a year in the private sector to learn, exchange knowledge, and bring back best practices to the government.
At the time, I had no particular company in mind for my placement, but fate had other plans. To my surprise, I was selected by Huawei Technologies (Malaysia) Sdn Bhd, a company I initially did not associate with public service innovation. Joining Huawei in November 2023 marked the beginning of a journey that would profoundly change my perspective on technology, leadership, and the future of both the public and private sectors.
My initial impression of Huawei was limited to its consumer products—smartphones, tablets, and wearables. I wrongly assumed that these were the company’s primary business areas. However, as I delved deeper into the company’s operations, I quickly realised how small the consumer segment was in comparison to Huawei’s broader impact. In fact, the consumer business only accounted for five per cent of Huawei’s total revenue, while its core business activities spanned across several sectors—Carrier Network Business, Enterprise Business, Cloud and AI Business, and Digital Power Business.
I was particularly fascinated to learn that Huawei’s presence in Malaysia dates back to 2001 and that the company now serves over 95 per cent of the country’s connectivity needs. Huawei’s role in building the digital infrastructure of Malaysia was far greater than I had ever imagined, and it made me realise the depth of the company’s commitment to the region’s technological advancement.
One of the most striking aspects of Huawei’s corporate culture was the company’s commitment to upskilling, reskilling, and cross-skilling its workforce. At Huawei, learning is not a one-time event but a continuous, integral part of an employee’s development. All employees, including myself, were required to complete a minimum of one hour of learning each week and to undergo compulsory exams via Huawei’s “iLearning” platform. This emphasis on learning was not just about technical knowledge but also about fostering a culture of innovation and agility—skills that are crucial for success in today’s fast-evolving technological landscape.
Although I initially found it challenging to grasp Huawei’s comprehensive approach to digital transformation, my experience at the Digital Leadership Excellence (DLE) Programme in Shenzhen, China was a game changer. The DLE programme, which was inspired by Prime Minister Dato’ Seri Anwar bin Ibrahim’s call for leadership in digital transformation at the Malaysia ICT Summit, provided me with a deeper understanding of Huawei’s global strategy. The visit to Huawei’s Headquarters in Shenzhen was a pivotal moment in my journey, offering me invaluable insights into the company’s mission and vision.
At Huawei’s headquarters, I came to appreciate the company’s central mission: to “bring digital to every person, home, and organisation for a fully connected, intelligent world.” This vision is customer-centric, focusing on how technology can elevate individuals and societies alike. Huawei’s commitment to customer satisfaction and innovation permeates all aspects of its operations and has allowed the company to lead in fields like 5G technology, cloud computing, and AI.
As I observed Huawei’s transformation from a small company to a global tech leader, it became clear to me that the company’s greatest asset is its people. Huawei’s leadership in the digital space is not just due to its advanced technology but is also a product of a strong corporate culture that places a high value on collaboration, learning, and sustainable growth.
As my tenure as Environmental, Social, and Governance (ESG) Manager at Huawei comes to a close, I am left with a profound appreciation for the company’s values and business model. I have gained new insights that I believe can be applied to improve public service administration back home. Huawei’s emphasis on continuous learning, agility in decision-making, and collaborative work culture are principles that could greatly benefit public institutions.
Perhaps the most inspiring lesson I take away from my experience at Huawei is the power of technology to drive change. Seeing Shenzhen’s remarkable transformation from a small fishing village to a global tech hub is a testament to the role that visionary leadership and innovation can play in societal development. It is this transformative power of technology and the lessons from Huawei’s success that will continue to inspire me as I move forward in my career.
I am deeply grateful to Vice President Mr. Oliver Liu and the talented staff at Huawei Malaysia’s Business Environment Department (BED) for their unwavering support and mentorship throughout my journey. The opportunity to be part of Huawei’s dynamic team has been one of the most rewarding experiences of my career. As I bid farewell to Huawei, I will carry with me not only the best practices and insights I have gained but also a newfound appreciation for how the private sector can lead the way in innovation, leadership, and digital transformation.
I look forward to leveraging these lessons as I continue my work in the government sector, and I remain hopeful that the cross-pollination of ideas between the private and public sectors can create even greater synergies in the years to come.
As I close this chapter, I carry with me an immense sense of gratitude for Huawei Malaysia and the incredible journey I’ve had with them—one that will serve as a beacon for the future of public service in Malaysia.
