Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present a number of tough challenges as well as opportunities for the business as a whole – e.g. deciding what the target operating model will look like and choosing which systems best suit new ways of working. Lack of clarity with these new ways of working can cause additional hurdles. For example, sometimes politics can get in the way; with ‘pet’ systems chosen over those systems that actually fit the target operating model and the desired culture of the merged organisations.

1. Integration services
Restructure
with less risk
and more
confidence
shaping tomorrow with you

2. Contents
A time of challenge and opportunity 3
Integration services: 4
Identifying and changing IT dependencies
Case studies 6
Reducing risk and delivering better outcomes 7
Decommissioning services: 8
Planning and managing conclusions
Portfolio of capabilities 9
A strong partner for success 10
You and Fujitsu together: 11
the integration solution

3. A time of challenge
and opportunity
Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
There needs to be a fine balance between getting ■ Management of risk: the risk of what will really happen
the business integrated and sorting out the IT later ‘when the switch is flicked’ is a fundamental consideration,
versus upfront rationalisation and consolidation. Either whether the potential impact to the business is an IT or
way, all domains of change e.g. people, process, technical failure or reputational and business damage.
organisation, products and services, (rather than just The management and minimisation of these risks goes
the IT) must be considered throughout the duration. hand in hand with the need for business continuity.
Integration often creates significant additional demands ■ Business continuity: unplanned system outages are
to oversee and undertake critical data migration a sign that an IT integration is not being managed
to the new operating model and decommissioning effectively: business continuity must be the priority at
of newly redundant services and equipment. This every stage of the programme, which requires careful
must be managed alongside the critical task of planning and high levels of technical expertise.
maintaining quality Business As Usual (BAU) services ■ Defining and agreeing the target operating
and making progress on existing change projects. model: that will enable the business to
achieve its operating objectives.
However, the people that work in the new organisation
will see changes in the scope and scale of their ■ Compliance to regulations: migrating, archiving or
responsibilities. As they manage through this period destroying data will raise a number of regulatory
of change, there may be a time when staff with deep issues, including following Data Protection Act
knowledge of the business consider alternative futures. procedures and minimising the environmental
impact of IT disposals in line with The Waste Electrical
Undoubtedly there will be a combination of new and Electronic Equipment Directive (WEEE).
relationships, new services, new processes, and
■ Time pressures: in integrations, there is often a
new (or possibly rationalised) support teams. The
mandatory date for completion, so a specific window
scope of this change increases the complexity,
of time is available to complete the programme.
extending the time taken to manage and embed
Internal and external resourcing and skills must
the changes smoothly and without hiccups.
be perfectly aligned with that timeframe.
From our experience, the following specific ■ System complexity: the complexity, value and
challenges will need to be addressed: relationships between IT systems which need to
■ Defining the strategy, commercial and business be integrated or decommissioned must be fully
outcomes: in order for all parties in the equation to revealed and understood. Clearly scoped phases
be able to realise their required outcomes, all possible need to be planned, executed and tested – with each
strategic options must be explored, with necessary phase building in the learning from the previous.
activities agreed across all domains of change. ■ Size & scalability: enabling processes, which now
■ Cost control: unless clear objectives and goals are have different demands, to operate effectively; sizing
agreed and planned in advance, the necessary tasks and scaling the supporting systems and infrastructure
and scope of the programme can change, and costs will to support the business rather than inhibit it.
overrun. True restructuring costs can be more accurately
predicted and managed when strategic outcomes
are at the heart of your integration governance.
3

4. Integration services:
identifying and changing IT dependencies
Issues raised by integration A key outcome of all of the above activities must
Today’s business operations involve contributions from be the creation of a robust, realistic and achievable
a myriad of different systems, people and processes. business case for an ongoing transformation, including
Therefore the first and most crucial issue, in any integration the programme definition, risks, desired outcomes,
is developing the right strategy for the integration of and effective governance arrangements across the
these underlying operations, before work begins, and in integrating businesses, departments or organisations.
collaboration with the merging parts of the organisation.
How Fujitsu can support your separations
Fujitsu brings a unique set of Blueprinting, Discovery,
The pace of change is often critical during business
Applications and Infrastructure services to integration, that
integrations, especially as deadlines are often set by
help organisations develop a head start in understanding
outside forces or executive management. Meeting
the IT environment, processes and people. Together, these
these milestones, managing supplier lead-times, as
factors enable us to define and implement the optimal
well as other logistical requirements becomes a
route for successful integration that is implemented
significant planning challenge; usually leading to an
faster, more cost effectively and with less risk.
escalation of budgeted costs. Understanding which IT
barriers are genuine constraints and which are merely
Through our programmes for global clients, we have
problems to be solved requires deep experience of an
demonstrated our expertise in delivering successful
ever changing market place. The emergence of cloud
outcomes by fully planning effective integration strategies
or “as a Service” offerings generates radically new ways
and designing end-to-end programmes of change.
of overcoming complex integration challenges.
Our skills in integration are just one part of the total
Business Integration options can include the adoption,
resource Fujitsu can bring to help meet your needs. For
replacement, migration or integration of existing
instance if you need additional interim and on demand
systems and requires the provision of ongoing Business
services, Fujitsu can draw from its wider portfolio to
As Usual (BAU) services until the new operating model
make available secure data centres and Infrastructure-
has been put in place. An effective integration strategy
as-a-Service (IaaS) solutions (as shown on page 9).
has a Programme Blueprint, which clearly defines the
end outcomes to be achieved and the broad range
of change activities to deliver those outcomes.
All contributing parties have to clearly define their
required outcomes pre-integration otherwise the resulting
organisation, at best, will see that the activity did not meet
its objectives and at worst could result in business failure.
During integration the careful management of partners and
suppliers will be needed. New commercial relationships
are likely to have been inherited that require adoption
or replacement leading to the need for Transitional
Service Agreements (TSAs) to be put in place that match
the requirements of the integration programme.
The integration and required TSAs will force new IT
services to be defined and created that combine the
needs of the integrated business. This often presents
both a significant opportunity and a risk for the business.
Fujitsu has considerable experience of assisting in
the defining and creation of IT services as part of
our core business in the most expedient manner.
4

5. Unique tools to speed discovery and reduce risk
■ Service Design & Build Methodology ■ Automated Process Discovery (APD)
Fujitsu’s Service Design & Build Methodology This unique service automatically visualises current
(SDBM), is consistent with ISO20000 standard and business process workflows from IT systems, giving
ITIL Foundation best practice. Delivering cost effective immediate visibility into the true ‘as is’ state. Since
services with consistent achievement of quality service these processes may be in separate organisations
is something that all of our customers expect. Using or departments, the system-based evidence from
SDBM provides a joint way of working to develop APD is essential to collaboratively identify and
the consistent and compliant services required in prioritise the key processes for integration, as well
order to deliver those services to a 3rd party. as assessing the impact on users and systems.
■ Systems Discovery ■ Application Value Assessment (AVA)
Our Systems Discovery tools identify size and scalability Our unique AVA process provides a value-based application
of systems whilst also defining how complex IT systems portfolio analysis of the costs, risks and business impacts
interface with each other, making it easier to migrate, of change. It gives a clear indication of where action
integrate and decommission groups of systems that use a should be taken within the current application portfolio
high level of inter-systems communication. Our approach to avoid duplication and maximise business returns for
minimises the need for temporary IT infrastructure the more streamlined future state. The processes and
when integrating, migrating or consolidating systems. methods of AVA provide real insight to justify application
integration decisions and are tuned to an organisations
needs making the service more efficient and effective.
5

6. Case studies – successful integrations
Company names have been anonymised to protect client confidentiality.
Payments Processing Organisation
“Fujitsu has helped Created through the merger of two payment processing
organisations in a drive to improve efficiency and introduce a
us develop a new more competitive, service-led approach. The smooth integration
understanding of our of the two organisations was critical in order to maintain BAU
business and new ways to operations, which involves the processing of over 90 million financial
transactions a day. Over a variety of engagements, Fujitsu provided
manage change, so that integration assistance on both a technical and operational level.
we can continue to deliver As part of the post merger consolidation, Fujitsu provided
an exemplary level of critical input to shape the clients Data Centre strategy to
enable the organisation to justify and execute a Data
customer service.” Centre optimisation & rationalisation programme.
Payments Processing Organisation There was an urgent need to improve the customer services
performance for its 100,000 users. Fujitsu provided consultancy
expertise to assess customer service operations and identify
and resolve key performance issues; including first time fix
rates and the consolidation of multiple service desks.
Government Department
Following the consolidation of two large Government departments,
Fujitsu was responsible for the consolidation of the Data
Centres and Networks to be in line with a new Data Centre
Strategy. The agreed approach allowed the Department to start
rationalising its legacy establishments, migrating kit to newer
more robust platforms within a better operating environment
and importantly in alignment with its emerging strategy.
A Data Centre Change Program was set up for the move out (and
subsequent closure) of the old Data Centres. This included a technology
refresh work stream that would assist in identifying equipment for
decommissioning, whilst helping with the consolidation of the old
environment. The re-platform activities of legacy systems (some
as old as 30 years), forced the need for a total re-write and re-
programming of these applications to help with the migration.
The consolidation programme successfully migrated all of the
live systems (approximately 150 in all) to their new location. The
consolidation included the decommissioning of a significant
number of servers, reducing the estate by some 20% in size
whilst making significant improvements in speed and efficiency
and reduced energy costs in the Data Centre by up to 50%.
UK Retailer
Following an acquisition deal, a well known high street retail
organisation needed to integrate over 1,000 branches. This included
the replacement of the store IT systems, along with an updated
and integrated POS solutions and migration of customer records.
Over an 18 month period, Fujitsu helped in the store integration,
working with the client to provide clear breaks around
critical trading times, replacing the store IT systems with an
integrated solution as well as migrating customer records.
The integration and store rebranding was successfully performed,
ensuring no unexpected loss of trading time, in what was a
highly visible integration to the retailer’s customer base.
6

7. Fujitsu: reducing risk and delivering
better outcomes
You can be confident that Fujitsu has a strong
insight to overcoming the challenges of the business
integration environment, and a track record of
success in bringing significant programmes of change
to the right conclusion. Some key ways that our
outcomes based approach mitigates risk include:
■ Deep and robust capability in IT Service Management:
this is crucial in integrating IT functions as it increases
control and reduces risk in the level of change needed
to be managed during business integration.
■ Comprehensive knowledge of technology and systems:
Fujitsu’s technical experience spans everything
from back office systems and central computing to
network operating systems. We also develop our
own unique Systems and Process Discovery tools.
■ Proven service design and build capability: as
a mature technology services company, Fujitsu
has deep experience in defining and constructing
workable technology service agreements of the type
required by complex integration programmes.
■ Assistance for strong governance: proven
governance models, processes and techniques to
engage all stakeholders, ensure effective decision
making, and deliver the expected outcomes.
■ Robust change plans: built top-down and bottom-up
so that strategic alignment and technical viability are both
considered. The full scope of change, for people, process
and technology, is identified and expertly managed.
■ Analysing impact on users: using our unique
technology to map out processes, understand
the system integration in business functions that
may have to be split (such as HR), and minimising
the impact of those changes on users.
■ Strong communications policies: planning and
monitoring a clear, timely and precisely targeted
communications plan for different business users
which focuses on the achievement of outcomes.
■ Prioritisation and allocation of resources: solutions
to sequence work packages based on value, risk,
operational, technical and financial constraints,
together with the availability of people and
technical resources.
■ Effective partner management: we recognise that, for
challenges of this size, no one organisation can do
it all alone. To be successful the challenge will need
to be met in partnership, with shared explicit goals
and clear assignment of roles and responsibilities;
aligned to deliver the one set of business outcomes.
7

8. Decommissioning services:
planning and managing conclusions
The decommissioning agenda The support of Fujitsu
Following integration, the same care, attention As with our expertise in integrations we can rapidly support
and planning should be applied to rationalising decommissioning with the right processes and tools, such
and decommissioning redundant IT assets, data as Systems Discovery and Automated Process Discovery.
and infrastructure – this is really where ‘flipping
By obtaining your finer architectural system details faster,
the switch’ carries the most risk since any
and mapping them more clearly, we help to maximise
inconsistencies or loss of data will severely impact
the time your in-house experts spend on supporting the
the business, clients, suppliers or customers.
usual activities of the business – which naturally do not
Once again, a clear understanding of the assets is stop during integration – and so help you reduce costs.
the key to performing a complex programme safely,
Fujitsu’s approach means that our clients and any
effectively and in the appropriate order. The ‘live’
third parties have full confidence that the process of
status of data, how it interfaces, where it is accessed
switching off redundant equipment has been efficiently
from, and who will own it post-integration are all
and fully concluded. Our wider portfolio of capabilities
important factors that must be understood.
also enables us to access any particular IT capability
Depending on whether the data will be migrated, archived, or skills set your decommissions will require.
or destroyed there may also be strict requirements for
its handling. For example, many active applications or
groups of applications will contain critical information,
some of which will be required by the Data Protection Act
and Protection of Data law to be archived and managed
as records. Combine this with the reputational and
business damage that can occur as a result of data security
breaches, and you have a highly sensitive situation.
Finally, the environmentally sound removal and disposal
of assets cannot be overlooked, and will require careful
compliance to the Environment Agency’s regulations.
Case study – successful IT decommissioning
Company names have been anonymised to protect client confidentiality.
A multinational integrated energy company
The company’s requirement was to modernise large strategic
systems for billing and customer relationship management,
whilst ensuring uninterrupted delivery of normal services.
The legacy billing system was absolutely core to the organisation’s
business, and required Fujitsu to understand over 170 applications;
how they interfaced; which were the master applications; the
legal requirements for retention of the data; and – crucially – the
sequencing for turning off applications whilst decommissioning.
Using our Application Value Assessment process to analyse the
impacts of change, Fujitsu minimised business disruption and
ensured staff could remain productive whilst legacy applications
and supporting infrastructure were fully decommissioned.
8

9. Fujitsu’s portfolio of capabilities
Whether it’s a physical, virtual or skills-based requirement, Fujitsu have been
innovating for more than 80 years in IT and have developed a comprehensive
portfolio of services which can support your programme of change.
Business Services
Business Services
We understand the
importance of managing
Cloud Consulting Business Consulting people and process
change, as well as
technology, to deliver
successful change. We
will work with you to
agree your objectives
and design the necessary
Application Services programmes of work
to enable you to meet
your desired business
Cloud Managed Information outcomes.
Applications Applications Applications
Application Services
We help our customers
to deploy or upgrade
business applications
Dynamic Infrastructures quickly, securely,
efficiently and
inexpensively to create
Managed Infrastructure
real business value and
avoid legacy system
duplication that often
End User Managed Data Managed Managed hamper post integration
Service Desk
Services Centre Network Maintenance environments.
Infrastructure-as-a-Service
Dynamic Infrastructures
Infrastructure Solutions Fujitsu has expertise in
delivering full integration
across the infrastructure
Infrastructure Products stack, from desktops to
data centres. We can even
set up short duration
and highly cost efficient
on demand solutions, to
meet the kind of tactical
solutions often needed
alongside the longer term
integrations.
9

10. Fujitsu
a strong partner for success
Fujitsu has established a strong reputation for enabling customers to manage
their integrations successfully. We build mutually beneficial and collaborative
relationships that help drive greater efficiencies across organisations and their
IT. We pride ourselves on the innovative ways in which we can help our clients
shape successful outcomes and get to the solutions their business needs sooner.
Who we are Our integration experience
Headquartered in Tokyo, Fujitsu Limited has an Against a back drop of 15 years proven experience in
annual revenue of over $54bn, and is now the world’s complex integration programmes, Fujitsu has recently
third-largest provider of IT services. We employ over undertaken some of the largest programmes in the
172,000 people in over 70 countries worldwide. We public and private sector, across a broad range of
use our scale to add value to local and global clients industries; including automotive, utilities, government
through an end-to-end service model that delivers (managing critical national infrastructure) and financial
effective multi-vendor support, transformation services. Our outcome based approach is recognised
projects, applications, infrastructure and networks. by many as a key differentiator in our provision of
services, because it addresses the perspective of
What we believe in the business rather than just the IT department.
We focus our business engagements from the client’s As a leading integrator and supplier of cloud services,
perspective taking into account longer term objectives we can plug the immediate and short term needs as
as well as supporting their must have tactical needs. We well as deliver longer term cost efficient solutions.
collaborate on a global scale, striving to serve as a trusted Fujitsu has strong cloud offerings and is a leader in
business partner rather than simply a supplier of products the provision of virtualised and financial engineered
and services. We are different to our competitors in that solutions that covers our clients’ entire IT needs.
we offer a genuinely agnostic approach to your needs.
We collaborate with a number of organisations to bring
together ‘best of breed’ product and service solutions. We
have strong partnerships and when appropriate collaborate
with some of our competitors if this will translate to
further customer value. We work with the major IT service
players such as Cisco, EMC, Oracle, CA and Microsoft.
10

11. You and Fujitsu together:
the integration solution
Effective, low risk and timely integration and decommissioning
can safeguard your ongoing business and ensure its
growth is in no way constrained or burdened by your
current challenges. Fujitsu’s extensive resources and
proven expertise in integration and decommissioning are
fully at your disposal to ensure a successful outcome.
Our deep knowledge of IT, our open and collaborative approach
and ‘can-do’ attitude have made us a trusted partner for many
organisations. We hope these pages have demonstrated how
the thorough approach of our Integration Services can deliver
a better solution, and enable you to realise your goals sooner.
We would welcome the opportunity to discuss how
we can help. Please contact Graeme Wright on
+44 (0) 7775 706290 or email
graeme.wright@uk.fujitsu.com
11

12. Contact us on:
Tel: +44 (0) 870 242 7998
Email: askfujitsu@uk.fujitsu.com
Web: uk.fujitsu.com
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