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Let me start by saying that I see my ability to view Fujitsu’s operations in a broad
and objective way as one of my strongest points. I have a clear grasp of the
strengths and weaknesses of the services business, which, as you know, is one
of Fujitsu’s profit engines. I also have substantial work experience at sites out-
side Japan. I will rely on this outlook and experience in managing the Fujitsu
Group growth strategies going forward.
I began my career researching industrial policies that could help bolster Japan’s computer
industry. This was during a time when Japan’s computer industry was on a weak footing. My
job in those days afforded me opportunities to work closely with government officials and
industry peers. I came to view our own business through a more macroscopic lens, seeing it as
part of the larger industry. I then spent time in the United States, where I experienced firsthand
just how tough trade negotiations can be. In fact, I still count among my most important experi-
ences the intensive review of intellectual property and technology I did ahead of negotiations,
the experience of having to negotiate in a context completely unlike Japan, and the broad
network of personal contacts I gained in the process. Upon returning to Japan, I got involved
in M&As and the launch of new businesses. From 2003, I joined the services business, where I
was responsible for carrying out structural reforms that included integrating the sales and system
engineering organizations, preventing unprofitable projects, and realigning Group companies.
In a sense, you could say that my career has always involved examining Fujitsu’s businesses from
a broad and objective standpoint.
Q.1
President Nozoe,
can you briefly
outline your business
career to date?
A.1
One of my goals is managing from a customer-centric perspective. I want Fujitsu
to be viewed as a company that thinks from the customer’s perspective. At the
same time, I hope that Fujitsu will be a company where our employees will find
it worthwhile, and be proud, to work.
The steps we’ve taken to revitalize Fujitsu over the years have turned on our commitment to
managing from a customer-centric perspective. We obviously have no intention of veering from
this pivotal policy going forward. However, if any doubts linger as to whether this customer-centric
perspective is entrenched throughout the Group, then our work in this area, in my opinion, remains
Q.2
What are your
goals as Fujitsu’s
new president?
A.2
007
ANNUAL REPORT 2008FUJITSU LIMITED
A CONVERSATION WITH THE PRESIDENT