Fujitsu 2014 Annual Report Download - page 23

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New Global Matrix Structure
In April 2014, Fujitsu reorganized its operations into five regions, namely EMEIA (Europe, Middle East, India, and Africa),
the Americas, Asia, Oceania, and Japan, in order to accelerate the true globalization of its operations. Additionally, Fujitsu
established the Global Delivery group to manage service delivery departments at each location around the world.
Through these measures, Fujitsu has put in place an organizational structure to provide uniform services globally and in a
timely manner.
Looking ahead, the key for the Fujitsu Group to attain further
growth will be how we grow our business outside of Japan and in
areas of innovation. In business outside of Japan, we reorganized
operations into a new global matrix structure that can bring the
strengths of each Group location together and maximize their
capabilities on a global scale.
Under our previous matrix formation, we developed business
based on the two pillars of “Japan” and “International Business”
operations for our customer lines. Under the new structure, we
no longer speak of “Japan” and “Overseas,” and we have reorga-
nized these categories into a flat organization consisting of five
regions: EMEIA, the Americas, Asia, Oceania, and Japan. Addi-
tionally, we promote rapid decision-making and execution by
appointing to each region top management who will be account-
able for earnings.
Furthermore, we established the new Global Delivery group to
bridge between customer segments and business lines. The
group will globally coordinate customer segments and business
lines by consolidating service delivery functions from locations
worldwide, including Japan. This will enable products and ser-
vices developed in one region to be supplied to customers in any
other region.
that integrate people, information, and infrastructure. We refer to
this process as “human centric innovation.”
Human centric innovation is realized by reaching out across
boundaries to connect different business fields and sectors,
rather than remaining confined within a single company or
organization. Building and using an ecosystem spanning busi-
ness sectors will make it possible to jointly create optimal value
for each individual. Furthermore, we believe that we can realize
our vision of a Human Centric Intelligent Society by creating
customers and value through the use of ecosystems that span
multiple business sectors.
CHANGES TO ORGANIZATIONAL STRUCTURE
HUMAN CENTRIC INNOVATION
Global Delivery
Integration Services
Service Platform
Japan
Oceania
Asia
Americas
EMEIA
Global Corporate
Global Marketing
Customer Lines
Business Lines
True Partnership with Customers
FUTURE CHALLENGES AND MEASURES
Vertical Integration
Strengths
021
FUJITSU LIMITED ANNUAL REPORT 2014
MANAGEMENT FACTS & FIGURESRESPONSIBILITYPERFORMANCE
MESSAGE TO SHAREHOLDERS AND OTHER INVESTORS