Fujitsu has been working to achieve workstyle transformation as internal practice since 2010. For successful transformation, sharing a vision within the company is important. Fujitsu supports our customers in various phases ranging from vision formulation to building and operations of ICT platform that assists in realizing workstyle transformation.
[Fujitsu Forum 2017 Seminar Report]
During the seminar's first half, Fujitsu introduced how it uses ICT in its efforts to achieve workstyle transformation. In the second half, Fujitsu referenced case studies to discuss how it can help customers based on this know-how.
Internal Practice: Fujitsu's Workstyle Transformation
Today, there is an urgent need to address workstyle transformation. More diversified, high-quality work styles are needed as the business environment changes and global competition increases due to the growing digitalization and Japan's aging society with fewer babies.
As ICT that supports workstyle transformation, Fujitsu built the Global Communications Platform in 2010* and has been working to gradually evolve it. As a platform of communication and collaboration to support workstyle transformation, we provide all group companies with an environment where the latest information is always accessible and employees can communicate with one another.
*: This is a single communications system shared with domestic and overseas Fujitsu group companies (approx. 500 companies; 160,000 employees). We are promoting new communication styles, including communication based on email and portals through to voice/video conferencing, softphone, SNS, in-house video streaming/sharing, smartphone and tablet usage, and BYOD. This enables timely conveyance of information, speedy problem-solving and decision-making, and real-time communication and knowledge sharing. Based on these elements, we have achieved our workstyle transformation.
Developing a Mobile Working Platform Independent of Location and Time
Fujitsu is developing a mobile working platform to enable various work styles. In addition to reading emails and updating documents, we aim to facilitate communication in an environment in which contacting/reporting/consulting can take place between superiors and subordinates in the same manner as if they were in close proximity to one another; an in-house-like environment which enables communication during business trips, teleworking, or disasters is also within our scope.
First, having developed a virtual desktop environment, every user can now work securely on the same desktop anytime, whether internally or externally, and regardless of which device he or she is using. Additionally, we worked to establish a telework environment to achieve flexible workstyle transformation. We coordinated with the relevant departments to establish rules on working from home and to tackle challenges such as reforming employee mindsets, facilities, security, and so forth. We officially launched the telework system in April 2017. 35,000 Fujitsu employees can now work flexibly from home or satellite offices as well as while on business trips.
Additionally, in June 2016, we opened a satellite office called "F3rd Shiodome" at our headquarters in Shiodome, Tokyo. This space allows Fujitsu group employees to freely use pockets of time while on outings and business trips. It is equipped with thin client devices to access virtual desktops and a printing environment that allows printing from anywhere. Approximately 270 employees a day (5,400 employees/month) now use the office, and the number of users has continued to grow since its opening. We are planning to open similar satellite offices at key offices nationwide during FY2017.
Enhancing Communication and Sharing Knowledge by Instant Messaging and an In-house SNS
As we've been promoting the Global Communications Platform's development, communication within the Fujitsu group was made significantly easier by implementing Microsoft Skype for Business. This software facilitates simple exchanges of words by instant messaging (IM), and users can check if the other person is at his or her desk before sending a message. Users can coordinate among themselves and ask questions as well as switch to Web conferencing and talk with each other while sharing their screens. These operations made possible with the IM tool dramatically reduced the time needed to solve problems.
At Fujitsu, a total of 890,000 employees used Web conferencing in the first month after implementation; approximately 5,600 teleconferences were held each day. Further, use of Microsoft Skype for Business has led to a roughly 20% reduction in travel expenses.
We are also focusing on our in-house SNS, for which the number of communities now totals around 4,500. Employees share information naturally while promoting new efforts, and increasingly work together to solve customers' issues. Communication among employees who normally would not connect with each other has become vigorous across national, regional, industry, and organizational boundaries, and the social networking has become essential for sharing tacit knowledge and generating new opportunities.
Additionally, we launched a website that calls for ideas regarding in-house startups and social problem solving, and we added a dedicated team to boost preparations for a foundation for innovation.
Security Enhancement Essential to Use ICT in Workstyle Transformation
Security enhancement is an important part of initiatives for the ICT platform for supporting workstyle transformation. To enable employees to feel comfortable with telework, it is essential to prevent malware, including the rapidly increasing amount of ransomware, increasingly complex cyberattacks, and the rising risk of information leakage. As a countermeasure to all of these, Fujitsu has implemented a virtual desktop service for approximately 30,000 employees thus far and plans to complete company-wide deployment by the end of FY2017.
Additionally, the IT department, laboratories, and security department are uniting to promote developments and internal practice to enhance client device authentication security. By adopting various technologies including palm vein authentication for PCs, fingerprint readers for tablets, and iris scanners for smartphones, we are enhancing authentication security on diverse devices. We also adopted these for our virtual desktop service login to ensure authentication security.
In addition, throughout the company we are promoting a lightweight, compact mobile thin client device that comes equipped with a palm vein authentication device. We are seeking to further accelerate telework by increasing safety and convenience when employees are out of the office as well as by implementing the virtual desktop service.
The Future of ICT Platform That Supports Workstyle Transformation
As the next step, we are promoting the development of the next generation of the Global Communications Platform. We strive to enhance co-creation by using information beyond the boundaries of location and time, to improve operational efficiency and productivity by utilizing the latest cloud technologies/services, and to increase our business by offering our internal practice as a reference.
As a step toward providing the next generation of the Global Communications Platform, we will work to evolve from use of our on-premises systems to the cloud instead and achieve to establish a multi-cloud-configured common global collaboration platform. Fujitsu will continue to create new work styles that support digitalization and provide the results of our internal practice to customers as a service.
Using Internal Practice Know-how for Workstyle Transformation to Support Not Only Processes from Vision Formulation to Implementation/Operations But Also UX
Fujitsu supports customers' workstyle transformation through all key processes including planning, design, construction, implementation, deployment, and operations based on the internal practice know-how gained from our workstyle transformation developed around the Global Communications Platform we have operated since 2010.
At Chiyoda Corporation, we deployed tools that changed the conventional email-centered in-house communication with the goal of supporting the implementation, establishment, and utilization of an ICT platform. In a sense, our support "changes the corporate culture." Fujitsu helped Chiyoda Corporation during the phase in which employees were asked to master a new communication platform instead of email. Additionally, we have prepared ourselves to provide training and aftercare to facilitate use of this new platform.
Envisioning an "Ideal Model" Is Key to Workstyle Transformation
We often hear that workstyle transformation does not progress merely because ICT has improved; someone must decide "what innovation the workplace truly needs," and employees must be able to concretely envision "what we can do to change the way we work."
When thinking about workstyle transformation, it is very important to first envision the company's "ideal model." When doing such envisioning, an important perspective is "Can the IT department properly see the situation of those on the front line?" To innovate the front-line workplace, we must start by examining "what really leads to transformation and improved efficiency" together with the IT staff. When transformation takes a form such as changes in HR or IT department systems based on a shared understanding, that is when we can advance to the phase of infrastructure setup/operations.
Apply Know-how from Internal Practice to Customers' Workstyle Transformation
At the Fujitsu Digital Transformation Center (DTC) in Tokyo's Hamamatsucho, we support developing visions (ideal models) through a method called the Co-Creation Workshop. We also provide a "UX consulting service" for developing more specific action plans and visions. After actually using this UX consulting service, Mitsui Chemicals shared their vision internally and established knowledge sharing and communication across departments.
Fujitsu will continue to help our customers realize their "ideal models" based on our internal practice for workstyle transformation that we have been implementing since 2010.
Masakazu Yanagihara Senior Director, IT Strategies Unit
Kunikazu Matsumoto Senior Manager, Innovative Workstyle Offering Planning Department
Innovative Workstyle Offering Division
Offering Development Unit