Introduction
Fujitsu might be considered as one of the crucial Japanese information and communication technology (ICT) enterprises that provide a significant number of related products and services. It operates in more than 100 countries, which turns this firm into a full-scale transnational company. Nowadays, the international IT market has become a vital sector of the global economy.
Hence, competition in this segment is extremely high, which does not let the IT giants make any mistakes, especially regarding business governance and management. Fujitsu has been a successful company for a considerable period, and the firm’s business management system (BMS) might remain relevant and beneficial. Fujitsu UK & Ireland employs more than 10000 people and has an annual revenue of 1.6 billion. It is one of the most successful branches of Fujitsu, and its BMS approach might be an essential point to discuss in order to understand the key points of survival in severe competition conditions.
Main body
As mentioned above, Fujitsu UK & Ireland provides services and products in the high-competition market and is quite prosperous today. The critical aspect of its success might be in the BMS approach implemented by the company. The core of the BMS is master policies and business processes belonging to the senior management team. Furthermore, sub-policies and local processes align with the above, which found a logical and functional system.
The main source of the company’s policy is legislation, regulation, and established standards. It leads to compliance in the performance of all the structural elements of Fujitsu UK & Ireland. Such a top-down approach results in the transparent division of responsibilities of the firm’s departments. Constant reports and reviews on the ongoing processes make it easy to find and apply the most relevant and appropriate policies.
IT market might be characterized as rapidly changing and entirely unpredictable, which makes companies operating in this sector develop flexible business management systems. The crucial feature of such BMSs is their ability to self-improve and adapting to unforeseeable circumstances. With this in mind, branches of huge transnational companies in the IT sphere cannot act in accordance with rulings and orders of the highest board that is not directly involved in the local processes.
The leadership of the giant firms should delegate a number of responsibilities to top-management teams and develop adaptable operating models, which makes the business sizable and complex. It should be stated that Fujitsu UK & Ireland’s fundamental principles regarding the process model are alignment to the operating model, but independence of organization structure and a single manager for each crucial process. Hence, it might be assumed that the company’s BMS approach fits the requirements dictated by the IT business as Fujitsu UK & Ireland has an elastic decision-making and governing policy.
Fujitsu UK & Ireland is a company that aims to achieve maximum profits from its activity. The public sector might be an excellent opportunity for the firm to expand the coverage of products and services provided. However, the public sector has some critical differences if compared with the private sector. Its peculiarities affect any BMS model to a substantial extent.
First of all, the public sector is a part of a national economy that is under the control of a government and various government establishments. Hence, crucial decisions of companies operating in the public sector are to conform to government rulings, which might also lead to interference in a company’s deals. Then, the public sector mostly aims to satisfy the basic needs of the nation at reasonable and relatively low prices and expenses. It can result in considerable losses for the company but can also improve its reputation and cause increased profits in the future.
The most visible option for Fujitsu UK & Ireland to adapt its BMS approach to the conditions of the public sector might be as follows. It was stated that one of the primary sources that regulate the company’s activity is its standards. In the public sector, the government plays an immense role in the companies’ first and final stages of production as it decides whether the firm’s offer suits national interests. Hence, Fujitsu UK & Ireland might pass specific standards on decision-making in the public sector. Such regulation may claim that the main stakeholder of products and services of the company is the nation, which will lead to the BMS orientated on affordable output covering the needs of the whole country.
Then, the standards may provide for that Owning Committee of Fujitsu UK & Ireland will also consist of state representatives and analysts who will govern and direct processes in the company. Thus, the change within Fujitsu UK & Ireland’s BMS approach in the public sector might be the legally enshrined provision that ensures the presence of officials in the highest board of the firm.
The company might have significantly developed process frameworks that allow it to operate in a harmonized and coherent way. They might be considered essential units of the firm’s big business mechanism. Moreover, these patterns contribute to the BMS deployment of Fujitsu UK & Ireland via the interdependent and interactive structure. Starting from the company’s standardization and value-added system and ending with process management – each scope pursues the goal to deploy the BMS of the enterprise.
The deployment process of the BMS is directly related to the improvement and development of its foundation – key processes and procedures. The essential link between the operation frameworks and the BMS deployment might be the Quality Assurance in Fujitsu UK & Ireland. Its key aspects are the evaluation of processes and products, frequency of quality audits, and controls to provide the assurances required.
Constant audition and accountability on the company’s progress in every aspect and the top-down approach connect each process framework with the deploy process of the BMS. For instance, within the scope of the process governance, compliance managers measure productivity through local deployment and development; they are accountable to the key process group that is responsible for process improvements and integration. This group, in turn, reports to the engineering approval committee and the other committees, including the SMD committee; they approve the process strategy and roadmap. Such a great extent of the involvement of each company’s structural unit and employees due to transparent accountability and interdependence contributes to the enhanced connection between the BMS deployment and the process frameworks.
Conclusion
It seems reasonable to conclude that Fujitsu UK & Ireland has developed and implemented a significant business management system that perfectly fits the conditions of the market. The BMS might be adapted to the public sector by including the representatives and analysts in the highest board of the company, as well as by adopting the relative standards. The accountability and interdependence within the firm’s structure were claimed to be the crucial links between the BMS deployment and the process frameworks.