Fujitsu Services - High Performance Systems:

Case Study in Leading & Understanding Change

We were asked to work with HPS, a 450 strong business within Fujitsu Services, which was at the time a 10,000 people organisation, itself experiencing substantial change.

HPS was a product based organisation, with a reputation for high quality, long lead times and primarily proprietary product, selling dominantly to an existing customer base, through its own and the Fujitsu sales channel.

 It needed to transform to a services led, market reactive, integrator, working with best in breed partners and going to market through new and effective channels. It needed to continue to serve the parent effectively in supporting its base whilst becoming fast, commercial and customer focused.

 At the time of engagement HPS had decided to move from a product based development organisation (with classic silo characteristics) to a series of market focused units, supported by a Capability unit, which developed core technologies and frameworks for solutions

 The change work involved working with the nominated Change Manager, who was also responsible for one of the leading edge business units, the client consultants, who represented one of the core elements of the newer organisation.

 Prime contact was with the Managing Director.

 Early in the engagement, we were able to significantly influence an early symbol of change and the annual “ Kick off” meeting was turned on it’s head and was dramatically different to the old style, generating highly positive reactions.

 A series of deep interviews at many levels in the organisation established the business and cultural reality, which proved to be significantly different from perceptions.

There were also different and deeply held opinions and beliefs among the top team, which represented a core change issue for them to face and overcome.

Change workshops with the top team covered the key aspects of cultural and organisational change. The business reality was shared and the current business strategy was modified into 3 achievable phases, with specific focus on the relationship with the Parent organisation and it’s own emerging strategy.

 Change Management projects were initiated and in this engagement the McKinsey 7S model was used.

This work was supported by attending top team management meetings and providing feedback on content and process.

Underneath this we worked with a number of key groups on cultural and skill changes:-

Commercial Awareness and Customer focus

Customer facing skills

Bid and Project Management

Advanced Client Consulting skills

HPS were moving successfully through this change agenda and were then incorporated within a wider organisation re-alignment within Fujitsu services, where this agenda has provided a sound basis for future changes.

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