The recently appointed CEO of Fujitsu Ireland, Tony O’Malley, has said that the company’s ambition of becoming the technology partner of choice in Ireland is only achieve by also becoming the employer of choice.
“My overall vision and strategy for the company is quite simple. It is to become the partner and employer of choice in the marketplace,” said O’Malley, speaking to TechPro at the Fujitsu Forum in November.
“You can’t achieve one without achieving the other.”
The market has moved on from commodity IT services, said O’Malley, and a combination of requirements has driven organisations to look for more form their technology partners.
Certain parts of the market are still driven by cost as the determining factor, said O’Malley, but he believes that Fujitsu’s traditional approach of adding value wherever it competes holds true.
“The place where we need to play and where the opportunity is for us in the market is predominantly in the private sector over public sector — even though we have a strong public sector business.”
“But the profile of business has changed and I predict,” said O’Malley, “it will change as significantly over the next three years as it has in the last three years, in terms of the profile of where our revenues come from and the types of customers we do business with.”
“Those organisations are going through significant transformations and that is where the digital agenda comes in.”
“For us to play in that space, we are not going to go in with the traditional conversation around commodity services. We have to go in where we are genuinely adding value.”
By being able to provide value and thought leadership to organisations transitioning from more traditional IT approaches to the world of what Fujitsu terms ‘hybrid IT’, will position the company as the partner of choice, and also the employer of choice. By setting the standard of partnership, O’Malley believes, the company will attract the best talent. With personnel development a key strand of the company is preparing to be the technology partner and guide through the digital transformation agenda.
“For me,” said O’Malley, “to become the partner of choice, what that will actually mean for Fujitsu is that we can provide genuine thought leadership to the customers and specific sectors we are targeting, and that we also have competitive offerings. Not just standards offerings, but rather to layer a value proposition over the services that is sector specific.”
O’Malley said that currently, the real competitive advantages are to be had from applying intelligent software across the board to monitor, orchestrate and automate, allowing new and existing business models to benefit from digital transformation.
All the indicators are that the major growth in the sector is going to be driven through software, said O’Malley, and that is where the company’s focus will be. The disruptors in the market, and especially those in more traditional businesses, have become successful through the clever application of intelligent software solutions. That is what has given them the edge.
All businesses are now being faced with these challenges, O’Malley argues. Businesses need to grow, with limited resources and in a scalable way without losing current capability or being undermined by potential disruptors. These are difficult conditions to deal with, and businesses need help to navigate the digital transformation that will help them to be successful.
“We see our place as helping businesses address those challenges.”
The application of these technologies is not only sector specific, O’Malley has found.
It is often down to the individual customer and organisation, where they think they are on their IT journey, and where they want to go, he said.
“Our experience of working with the larger customers in both public and private sectors, over the last 12-24 months is that their appetite for change is significant. The requirement for flexibility and agility is becoming more and more important. They are dictating the pace to suppliers, rather waiting for a supplier push.”
To avoid getting lost in simply implementing new technologies, “you need to start with a clear agenda, issues to be addressed and a definition of what success would look like,” he said, which sometimes requires a small, well-defined start whose success will prove your credentials to do more.
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