One Fujitsu: The Global Matrix Model
That was the overarching message communicated by Duncan Tait, ex- UK CEO of and now head of EMEIA, at an international Strategy Insights briefing held at Fujitsu’s Stevenage campus last week.
For years, Fujitsu has operated as a network of semi-autonomous companies operating under the Fujitsu brand. Now, in 2014, the company is going through a major transition – the transformation from a group of companies with their own individual management teams and varying business goals to a single, global business.
Our new model – the Global Matrix Model – is designed to enable a customer in North America to benefit from Fujitsu’s products and services in Europe, Japan or the Middle East. Customers will be global customers – not known only to a single region.
Clearly, when it comes to running the physical businesses in each sector, this isn’t a matter of one-size-fits-all; we need to be aware of the economic situations – and how vastly they can differ – in many of these countries.
Portrugal’s economy is still struggling, for example, while Spain is improving somewhat – Duncan mentioned a visible increase in economic activity in that region.
Meanwhile, Germany’s market is slowing as demand from China reduces, but still very strong within Europe; meanwhile, there are clearly problems in Russia and Ukraine, while changes in the Middle East landscape are creating instability with oil on a global scale.
The strategy may never be singular, but it is the underlying vision of the Human Centric Intelligent Society and the desire to shape tomorrow with our customers that unites us. Responsibility – both internally and externally – has always been a vital part of Japanese business, said Tait – and this move will enable Fujitsu to ensure these standards are met across the globe.
There’s a technological benefit, too; the chance to bring some of the amazing research and development projects undertaken by Japan to a global audience. We’re working now to bring Fujitsu’s Akisai agricultural cloud to two countries within the EU, for example.
This is a fundamental change in management, delivery and accountability – involving the disconnection of management, marketing and corporate divisions from each individual business entity.
But what does this mean for Fujitsu’s customers and channel partners? Nothing; the company will continue to deliver the same products and services from the same regional teams.
What it does mean is that we’re able to harness the best we have to offer globally in order to deliver these products and services to our entire customer base.
As the old saying goes – none of us are as strong, smart or good as all of us.
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