Fujitsu 2007 Annual Report Download - page 13

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are our greatest asset, we will pursue management that seeks to realize the full potential of
our human resources.
Could you give some more details on how you plan to create a competitive
product lineup by enhancing collaboration between sales and product
development?
The kind of value customers seek from IT products and services is becoming exceptionally
diverse. In servers, for example, the days when providing high-performance systems was enough
to please customers are over. Today, their requirements may include quiet, compact servers
for office environments, models that consume less power and have other environmentally
friendly features, and systems that are easier to operate and reduce the potential for opera-
tional errors. The key to staying ahead in this market is creating products that offer custom-
ers real added value, or more specifically, developing and launching products with value that
makes them stand out in the marketplace as quickly as possible. Another trend is shorter
product life cycles, which means manufacturers have to sell out products in a very short time
frame. In this context, we have to carefully predict demand to ensure we are not left with
excess inventories.
To make all this happen, our product development engineers have to work more closely
with our sales people in order to listen to customers’ feedback and experience the actual work-
place environments where our products will be used. At the same time, our marketing units,
customer support units and, in fact, our entire organization, have to rebuild systems and
development processes centered on product and service offerings. In this way, through an
operational approach that brings us closer to customers and their actual businesses, we will be
able to create a lineup of more competitive products and services.
■ New Management Principles
Recurring themes 䡲 Competitive Product & Service Offerings
over the past 3 years:
Enhancing collaboration between sales and product development
• Focus management efforts on creating competitive product and service
䡲 Think and act offerings that can drive up market share and profits
from the customer’s viewpoint • Align organization and processes to create product and service offerings from
䡲 Continue to maintain the customer’s perspective
timely delivery and quality
䡲 Self-sufficiency
䡲 Continue to increase speed
Cash-flow-conscious management
䡲 Think and act on frontline realities • Business operations should subsist on the cash flow they generate
䡲 Human Knowledge as an Asset
Management for realizing full potential of human resources
• Allocation and cultivation of human resources that make fullest use of people’s
value (potential)
• Promote Group management and Group-wide HR management
Annual Report 2007 11