Alex Attal, Head of Digital Services and Head of Business and Application Services, Fujitsu Americas
How has your IT operating model changed during the last five years?
Fujitsu’s IT operating model is morphing significantly to be aligned with the digital disruptions across the industries we serve. The convergence of industry, business, and technology models has significantly impacted how we go to market and help our customer stay ahead of the curve. We reconfigured some of our offerings to deliver the combined value of Fujitsu’s services, solutions and technology. Our new operating model overlays digital offerings over the rest of our business lines. We incubate, innovate and industrialize offerings through the digital proposition and leverage our business lines to transform our customers’ businesses. We are investing heavily in our Cloud, IoT, artificial intelligence, digital applications and security solutions to help our customers digitalize with confidence. Our ambition is to serve our customers as their digital integrator.
What do you think are the biggest obstacles that technologists face in working in a more agile and outcomes based model?
The intended business outcomes of the new digital business models are guiding the approach we take with our customers to establish our relationships.
We are putting our industry and strategic consulting teams at the forefront of our discussions to make sure that we look through the lens of the business sponsors in composing the appropriate combination of solutions and services from our hybrid portfolio.
DevOps methods that come with our delivery of the Digital IP and Cloud native solutions bring in the needed agility that our customers seek.
We do come across some industry segments where customers understand the benefit of, and hence ask for, the outcomes based model. And we are having number of discussions that could result into mutual benefit for the customer and us and are driven by outcomes. This is a co-creation approach; we pilot our solution to test on a small scale the business outcomes, and then scale fast when it is demonstrated
What set of skills do you think is required for the technology leaders to be successful in the new enterprise landscape?
The full value of digitalization is unlocked through business model innovation. That means leaders must have the skills expected to play the role of strategists, in order to connect the dots between new digital capabilities and to advance new business models. Technology has become integral to business strategy, so enterprises need new governance models and skill sets that enable technology leaders to play a greater role in business decisions and vice versa. Leaders in the new world will establish a shift from technology introductions to creating a platform for modernization, innovation, and foundation for applied business solutions. Digital transformations also require the new technology leaders to be change agents in the organization. They have to build a bridge between fast IT and robust IT, thereby demonstrating how new speed can achieved by unlocking old value. Fujitsu relies on his long experience and skills in legacy environment to manage the journey to digital.
Which growing or future technology innovation are you personally excited about?
Fujitsu has a Human Centric society innovation vision and we support that with our connected technology and services approach. The technologies being Cloud, IoT, Security, Digital Applications, and AI. The possibilities with AI to innovate with our customers and the implementation of unthinkable solutions are very powerful. We intend to do it in a way that protect the role of humans, and their ability to control the impact of AI. Fujitsu AI solution is called Zinrai and is built onto our supercomputing technology of Machine learning and Deep learning algorithms. The availability of AI on the cloud and through APIs makes it easier for us to realize value for our customers. I am very excited about the prospects of nurturing this technology with our customers, partners and employees.