Companies today are faced with a new world. Even the biggest corporate behemoth is concerned with changes in consumer preferences, the competitive landscape, and the next shock. For many companies, COVID-19 is a wake-up call. Now, they are ignoring nothing and racing to seize every advantage.
Japanese giant Fujitsu is no exception. The 86-year-old technology company, whose 126,000-strong workers operate in countries around the world, is on a mission to transform itself under two separate but interrelated programs: Fujitsu Transformation ( Fujitra) and Fujitsu Uvance.
The former focuses on internal transformation and the latter on external facing business lines. Both aim to harness Fujitsu’s strengths in IT to provide best -in -class solutions.
Embracing cultural change
In many ways, Fujitra is a mindset shift, says Yuzuru Fukuda, Fujitsu’s chief information officer. Companies that will succeed in the future must stay one step ahead of new definitions and reorganizations in various sectors, he said.
“What do we call IT?” he asked rhetorically. “Are we sure this ‘industry’ will exist 10 years from now?”
Fujitra draws from long-standing terms in corporate theory and management, particularly agility and design thinking. Fukuda describes a working archetype for a traditional company under the framework of plan, do, check, act (PDCA).
The PDCA model helps companies become proficient in their pre -existing, well -established areas of expertise. This creates an efficient engine oil that can thrive significantly on its own momentum. “Everything in the company is optimized to sustain this cycle,” Fukuda explains. “It’s completely natural, because that’s where the revenue comes from.”
To keep up with external pressures, however, a new type of cycle must be implemented: observe, orient, decide, act (OODA). This framework emphasizes learning from failure and rapid recurrence.
Under OODA, the rules are adapted to suit the environment, and individuals are empowered to work autonomously towards a common goal. OODA typically drives fast -growing startups into the Silicon Valley mold. “OODA wears jeans while PDCA wears a suit and tie,” Fukuda sums.
Empowerment of employees
For a company as big and striking as Fujitsu, dismissing another is not a matter of one cycle. Both must work together to maintain stability in operations while creating a rich environment for future growth. As part of this rethinking, Fujitsu is consolidating processes across regions and departments.
A key pillar of design thinking is giving employees a voice to present their own perspective for change that can be experimented with and repeated with OODA’s quick thinking. Now Platform® provides the perfect platform to do exactly that.
And Fujitra employee satisfaction is on the rise. The results of Fujitsu’s internal survey show growth both in acceptance of the company’s change in staff over time and in evangelism — which Fukuda calls “advocates.”
“We saw an increase in promoters from 20% to 42% and a decrease in detractors from 20% to 7.5% from this period last year to six months ago,” he said.
Shrikant Vaze, an India-based vice president in executive management and global delivery, emphasizes the dramatically positive change in employment processes. A few years ago, he says, requests involving personnel, IT, or system management were “frustrating and time -consuming.” That is no longer the case.
“I can now make my own way, anywhere and anytime I want or need,” added Stephen Isherwood, a UK -based employee in global marketing.
“I’m noticeably more productive and have more time on my hands,” Isherwood continues. “For example, I had to visit my elderly parents recently to help them in the short term. Not only did I stay connected at work, but I was able to make sure my team was supported and the work flowed uninterruptedly. It was really a total jump in the way I can work. “
Enable citizen development
Part of the success is embracing a low-code culture that allows employees with no computer science experience to build applications on their own. “As our way of working and way of communicating changes, employees are saying,‘ We can’t stay where we are, ’” Fukuda said.
The challenge in this paradigm change is to strike a balance between implementing a solution quickly to solve problems quickly reflecting on the implications of implementing the solution when the right path becomes clear. Finding the best way to thread this needle is a journey. Fukuda said ServiceNow will be an important part of the path forward.
Fujitsu could move toward a smarter approach by replacing complex legacy applications with more granular services and/or an open platform, he says. ServiceNow will also help Fujitsu grow in the war for talent. By supporting both “denim wearers” and “suit wearers,” the single platform will provide a consistent experience for all users, providing the flexibility to support individual needs. and work styles.
“If we compare our system upgrades to remodeling a home, in the past we would only release a completely new home every two years or so,” Fukuda said. “Now, we can do the kitchen or the bathroom just and then they fit.”
Establishing the foundation
The changing mindset extends to Fujitsu Uvance, the company’s external-facing initiative announced in October 2021. Under the seven pillars of the program, sustainability is a major focus, particularly in the manufacturing space, where the company established itself as a leader in smart factory solutions.
Allowing customers to gradually build toward their outcome and quickly realize value from their investment, rather than a long and cumbersome education and implementation process, is the goal, Fukuda says.
“It’s not just about technology,” he said. “ServiceNow enables cultural change within our organization and our customers, empowering them with confidence to move into a faster and more sustainable future.”
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