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ArticlesLeadership, competitiveness and best practices on business management

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By The Numbers

Workplace Survey, Findings

1.Workers are struggling to work effectively. 

When focus is compromised in pursuit of Collaboration, neither works well.

2. Effective workplaces balance focus and collaboration. 

Workplaces designed to enable collaboration without sacrificing employees’ ability to focus are more successful.

3. Choice drives performance and innovation. 

Employers who provide a spectrum of choices for when and where to work are seen as more innovative and have higher-performing employees.

 

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FOUR WAYS TO ENHANCE BUSINESS EXCELLENCE

Fujitsu is the third biggest player in the global IT services market, with sales of US$50 billion and 172,000 employees in 60 countries. It also has a long and distinguished track record as a technology pioneer. And yet, it remains little known outside of Japan. Stuart Crainer and Des Dearlove, gained unique access to examine the art of Fujitsu management:

1.Customer first The fashionable business ideas of our time suggest that customers are unreliable guides.  Simply, they do not know what the technology is capable of, so how can they tell you what they want or would like?  As a result, the emphasis of recent years has been on retaining talented individuals rather than attracting and retaining high spending customers.  Fujitsu is old fashioned in its adherence to the edict that customers come first.   All Fujitsu executives talked about the vital importance of staying close to customers.

Thirty-six years with the company and now a corporate senior executive vice president and director, Kazuo Ishida told us of his first day working as a systems engineer.  "I went to work with a banking client. It felt as though I had become a banker such was the identification we had with the customer. That stuck with me and I still spend half of my time with customers."

2.Grow with customers. Customers are not static Fujitsu regards them as a growth opportunity.  But this does not mean trying to screw more sales out of each account.  The win-win hope is that as customers grow, Fujitsu will grow alongside them.  “We have a track record of working with Japanese companies and there is an opportunity to grow with them – and our other customers – as they globalize.  As companies expand they need to use systems which are consistent, which they are familiar with and which can receive high levels of support worldwide,” says corporate senior executive vice president, Kenji Ikegai. 

Masahiko Yamada, president of the company’s Technical Computing Solutions Unit, is an engaging Fujitsu veteran. “At one stage, I remember thinking that we need to really focus on costs and technology. I was wrong: relationships with customers are more important” says Yamada. Many companies focus on contracts, Fujitsu emphasises genuine relationships and growing with customers.

3.Multicultural and global “If you think about where future market expansion will occur, you can only conclude that our future growth will depend on how successful we are in developing our global business,” says company president Masami Yamamoto.

The initial ethos of globalising companies was to try to export the same products, services and culture worldwide.  This was the largely American multinational model of the 1960s and 1970s. In the 1980s and 1990s, the cry was for globalising companies to be global and local, to combine global strength with local sensitivities – witness McDonald’s offering localized menus throughout the world.  Now, a new generation of globalization is occurring as, in particular, companies from India expand globally.  The emphasis of these organizations – and of Fujitsu – is to combine a clear sense of having roots while also having the open mindedness to embrace different business and national cultures.  At Fujitsu, emphasis is put on the company being a global organization with Japanese roots.  It is multicultural but clear in its origins; globalization with an open mind.

4.Co-innovation rather than domination Technology companies place huge store in innovation. But at Fujitsu the emphasis is on co-innovation with customers. 

This is exemplified by the company’s concept of Field Innovation. This is a concrete example of how Fujitsu does things differently. As it deploys the concept, Fujitsu works seamlessly alongside its customers to create value for them by defining and visualising management challenges with customers.

At the same time, Fujitsu has always recognized the importance of being at technology’s cutting edge. Visit its Technology Hall in Kawasaki City on the outskirts of Tokyo and you are struck by the sheer range of its interests – from cloud computing to electronic medical record systems, plasma displays and point of sale displays at supermarkets. The range of products gives it a balanced portfolio and “a radar” for converging technologies and new innovations that can be transferred across products.