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The targets we set for Fujitsu’s current medium-term strategic plan, running
from fiscal 2007 to fiscal 2009, remain unchanged. The new management team’s
first priority is to complete these objectives. A new theme, though, will be to
focus our business activities on three key areas, on the basis of our commitment
to managing from a customer-centric perspective.
We continue to work towards completion of the medium-term targets announced in June 2007,
namely an operating income margin of over 5%, and raising the ratio of sales outside Japan to
over 40% in fiscal 2009. As I mentioned earlier, in tandem with steps to reinforce our customer-
centric management perspective, we have to focus our business activities into three key areas to
realize our next growth stage. First, we have to focus on improving the customer’s entire business
rather than improving their IT systems. IT is a means, not an end. Second, we have to take a global
perspective on business, instead of concentrating on Japan, as we have traditionally done. Third,
we must commit to sustainability, so that the Earth is preserved for generations to come.
Q.5
What will Fujitsu’s
business direction be
under this new structure?
A.5
The aim is to develop solutions that improve a customer’s business, and we are
training our human resources to do just this.
The first of the three business focuses I mentioned is that, rather than focusing solely on customers’
IT operations, we must change our perspective to one that considers a customer’s entire business.
The basic logic here is that improving only a customer’s IT functions will do little to improve their
overall business. In a way, this actually implies getting back to the basics of IT utilization. At Fujitsu,
we refer to this as shifting from IT solutions to business solutions. We are fostering people with
the new skills required to do this. We’ve groomed “Field Innovators” capable of devising solutions
to customers’ business issues from a human resources and business process standpoint, as well
as “Business Architects,” who are skilled in identifying customers’ critical requirements with respect
to upstream system construction processes. Of course, these new human resources alone cannot
change our entire approach. So we launched an initiative to have all sales and system engineering
personnel develop medium-term proposals from the perspective of the customer’s entire busi-
ness. However, there are lingering doubts as to whether these initiatives will actually deliver the
results we are expecting. Our new management team will take measures to make these earlier
initiatives successful.
Q.6
What do you mean by
“improving the customer’s
entire business”?
A.6
010
ANNUAL REPORT 2008FUJITSU LIMITED
A CONVERSATION WITH THE PRESIDENT