Fujitsu 2001 Annual Report Download - page 8

First of all, we shifted the business focus of our U.S.-based
subsidiary, Amdahl, from legacy systems, which it had been
handling for 30 years, to an open systems model centering
on Unix and IA servers, and we undertook management
changes. At DMR Consulting, also based in the U.S., we
strengthened consulting capabilities and further focused on
solutions for the telecommunications and finance industries.
We took advantage of the strengths of U.K.-based ICL in
both the U.K. and Scandinavian markets, concentrating
further on Internet-based systems integration and
outsourcing services. We also reevaluated low-margin
businesses and cut costs in order to improve profitability.
We intend to change the names of DMR Consulting and
ICL to the Fujitsu brand and pursue a unified solutions
business strategy for the Fujitsu Group.
Amdahl, DMR Consulting and ICL all have valuable,
long-standing customer assets of their own. We would like
to maintain and expand these relationships while enhancing
competitiveness and improving profitability.
In implementing the business strategy of the
Fujitsu Group, what priorities were emphasized in
fiscal 2000?
You moved forcefully restructure your overseas
operations in fiscal 2000, didn’t you?
6
President Naoyuki Akikusa Discusses Fujitsu’s Strategic Direction
Meeting the Challenges of the Next Stage of “Everything on the Internet”
“Everything on the Internet”—Two years ago, the Fujitsu Group adopted a corporate
strategy summarized in this phrase, and since then we have been concentrating our
resources on fields with the Internet at their core. With the arrival of broadband Internet
access, the corporate strategy of the Group is about to enter a new stage. President
Naoyuki Akikusa talks about his view of this evolution and the company’s management
direction going forward.
In order to remain globally competitive in today’s
dramatically changing IT industry, it is essential for us to
keep on top of changes in our business environment.
During fiscal 2000, we rigorously pursued the Fujitsu
Group’s business strategy of focusing our various activities
on the Internet, and we boldly applied the concept of
“selection and concentration” across our business units.
In technologies, centering on electronic devices, we
continued to shift into fields with high added value, such as
system LSI (SOC), flash memory and compound
semiconductors. In platforms, integrating information
processing and communications, we shifted to open
systems in such areas as Unix servers and storage systems,
and we concentrated on new types of communications
infrastructure, such as photonic transmission and 3G mobile
networks. In services, which we are developing and
expanding based on these technologies and platforms, we
focused on growing our business in new areas, such as
Internet solutions and outsourcing.
Toward the Era of Broadband Internet
Interview with President Akikusa
Boldly Advancing Selection and Concentration