Separation services   Restructure   with less risk   and more   confidenceshaping tomorrow with you
ContentsA strong partner for success                3A time of challenge and opportunity         4Separation services:    ...
Fujitsua strong partner for successFujitsu has an established background of building mutually beneficialrelationships that...
A time of challenge    and opportunity    Every divestment for an organisation is complex and important. Separation    alw...
Fujitsu: reducing risk and delivering                                                             better outcomes         ...
Separation services:    identifying and changing IT dependencies    Issues raised by separation                           ...
Unique tools to speed discovery and reduce risk■ Service Design & Build Methodology                        ■ Automated Pro...
Case studies – successful separations                                   Company names have been anonymised to protect clie...
Decommissioning services:planning and managing conclusionsThe decommissioning agenda                                      ...
Fujitsu’s portfolio of capabilities     Whether it’s a physical, virtual or skills-based requirement, Fujitsu have been   ...
You and Fujitsu together:the integration solutionEffective, low risk and timely integration and decommis-sioning can safeg...
Contact us on:Tel: +44 (0) 870 242 7998Email: askfujitsu@uk.fujitsu.comWeb: uk.fujitsu.comRef: 3270       996/08.2011/Idea...
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Separation Services from Fujitsu

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Fujitsu has an established background of building mutually beneficial
relationships that help drive greater efficiencies in organisations through
the innovative use of IT. We pride ourselves on helping our clients to shape
successful outcomes and get to the solutions your business needs sooner.

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Transcript of "Separation Services from Fujitsu"

  1. 1. Separation services Restructure with less risk and more confidenceshaping tomorrow with you
  2. 2. ContentsA strong partner for success 3A time of challenge and opportunity 4Separation services: 6Identifying and changing IT dependenciesCase studies 8Decommissioning services: 9Planning and managing conclusionsPortfolio of capabilities 10You and Fujitsu together: 11The separation solution
  3. 3. Fujitsua strong partner for successFujitsu has an established background of building mutually beneficialrelationships that help drive greater efficiencies in organisations throughthe innovative use of IT. We pride ourselves on helping our clients to shapesuccessful outcomes and get to the solutions your business needs sooner.Who we are Our separation and decommissioning experienceHeadquartered in Tokyo, Fujitsu Limited has an annual Against a back drop of 15 years proven experience inrevenue of over $54bn, and is now the world’s third-largest complex divestment programmes, Fujitsu has recentlyprovider of IT services. We employ over 172,000 people undertaken some of the largest programmes in the publicin over 70 countries worldwide and use our scale to add and private sector, across a broad range of industries;value to local and global clients through an end-to-end including automotive, utilities, government (managingservice model delivering multi-vendor support, projects, critical national infrastructure) and financial services. Ourapplications, infrastructure and networks. outcome based approach is recognised by many of these clients as a key differentiator in our provision of services.What we believe in As a leading integrator and supplier of Enterprise CloudWe place client focus at the centre of all our business Computing services, Fujitsu can also broaden our clients’engagements, taking a long term view of our relationships options, with cost-certain “as-a-Service” based solutionswith our clients – seeking to maximise satisfaction by during separation or decommissioning and beyond.approaching things from the client’s perspective andanticipating their needs.Collaboration on a global scale is a hallmark of ourapproach, and we strive to serve as a trusted businesspartner rather than simply a supplier of products andservices – it’s our commitment to shaping tomorrowwith you. Fujitsu is unique in this respect since we have agenuinely agnostic approach to your needs and collaboratewith a number of organisations to bring together best ofbreed product and service solutions. We work in partnershipwith all major IT Services organisations including Cisco, EMC,Oracle, CA and Microsoft. 3
  4. 4. A time of challenge and opportunity Every divestment for an organisation is complex and important. Separation always presents a number of tough challenges as well as opportunities for the business as a whole – such as the transfer of improved system knowledge and new strategies for rationalisation. All domains of change, rather than just IT, must be From our experience, we know some of the specific considered during separation or decommissioning. challenges that will need to be faced are: Some of your existing colleagues may ultimately ■ Defining the strategy, commercial and business work for a different company, and those people that outcomes: in order for all parties in the equation to remain within your organisation will see change be able to realise their required outcomes, all possible in the scope and scale of their responsibilities, as strategic options must be explored, with necessary they manage through this period of change. activities agreed across all domains of change. At a time when staff with deep knowledge of the business ■ Technology Services Agreement: there will be the leave your business, additional support will be required need during and post separation to provide technology to undertake the divestment and data migration, whilst services to the receiving organisation with clear service critically maintaining quality Business As Usual (BAU) definition of the services being provided, the duration, services and progress on existing change projects. and the terms of termination. A new commercial relationship will need to be established ■ Cost control: unless clear objectives and goals are with the divested business, to ensure continuity of agreed and planned in advance, the necessary tasks service and effective systems of separation and data and scope of the programme can change, and costs will transfer. This presents opportunities to secure additional overrun. True restructuring costs can be more accurately revenue in addition to the sale of the divested assets. predicted and managed when strategic outcomes are at the heart of your separation governance. ■ Management of risk: the risk of what will really happen ‘when the switch is flicked’ is a fundamental consideration, whether the potential impact to the business is an IT or technical failure or reputational and business damage. The management and minimisation of these risks goes hand in hand with the need for business continuity. ■ Business continuity: unplanned system outages are a sign that an IT separation is not being managed effectively: business continuity must be the priority at every stage of the programme, which requires careful planning and high levels of technical expertise.4
  5. 5. Fujitsu: reducing risk and delivering better outcomes You can be confident that Fujitsu has a strong insight in overcoming the challenges of the business separation environment, and a track record of success in bringing significant programmes to the right conclusion. Some key ways that our outcome based approach mitigates risk include: ■ 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 separation 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.■ Compliance to regulations: migrating, archiving or ■ Analysing impact on users: using our technology to destroying data will raise a number of regulatory map out processes, understand the system separation issues, including following Data Protection Act in business functions that may have to be split (such procedures and minimising the environmental as HR), and minimising the impact of those changes impact of IT disposals in line with The Waste Electrical on users. and Electronic Equipment Directive (WEEE). ■ Strong communications policies: planning and■ Time pressures: in separations, there is often a monitoring a clear, timely and precisely targeted mandatory date for completion, so a specific window communications plan for different business users which of time is available to complete the programme. focuses on the achievement of outcomes. Internal and external resourcing and skills must be perfectly aligned with that timeframe. ■ Prioritisation and allocation of resources: solutions to sequence work packages based on value, risk,■ System complexity: the complexity, value and operational, technical and financial constraints, relationships between IT systems which need to together with the availability of people and be separated or decommissioned must be fully technical resources. revealed and understood. Clearly scoped phases ■ Effective partner management: we recognise that, need to be planned, executed and tested – with for challenges of this size, no one organisation can do each phase learning from the previous. 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. 5
  6. 6. Separation services: identifying and changing IT dependencies Issues raised by separation How Fujitsu can support your separations Today’s business operations may map across a myriad of Fujitsu brings a unique set of Blueprinting, Discovery, different systems, people and processes. Therefore the Applications and Infrastructure services to separation, that first, and most crucial issue, in any separation is developing helps organisations develop a head start in understanding the right strategy for the separation of these underlying the IT environment, processes and people. Put together, operations, before work begins, and in collaboration with these factors enable us to define and implement the both the seller and purchaser. optimal route for separation faster, more cost effectively and with less risk. Separation options can include the cloning of systems, or the provision of ongoing Business As Usual (BAU) Through our programmes for global clients, several of services until the purchasing company has put in place which are detailed alongside, we have demonstrated our new processes and systems, and data transfer has expertise in fully planning effective separation strategies been undertaken. An effective separation strategy has and designing end-to-end programmes of change. a Programme Blueprint which clearly defines the end outcomes to be achieved and the broad range of change Our skills in separation are just one part of the total activities to deliver those outcomes. resource Fujitsu can bring to help meet your needs. If you need additional ‘swing space’ to manage interim and Both parties have to clearly define their needs pre strategic demand, for example, Fujitsu’s secure data centres separation otherwise one of the resulting organisations, at and Infrastructure-as-as-Service(IaaS) solutions can be best, will see that the activity did not meet its objectives drawn from our wider portfolio, as shown on page 10. and at worst could result in business failure. Within the separation, if one side is dominant; it can significantly increase the risks to cost, quality and timelines of the separation as well as the resulting business performance. The pace of change is often critical during business separations, especially as deadlines are often set by outside forces or executive management. Meeting these milestones, managing supplier lead-times, as well as other logistical requirements becomes a significant planning challenge; usually leading to an escalation of budgeted costs. Understanding which IT barriers are genuine constraints and which are merely problems to be solved requires deep experience of an ever changing market place. With the right separation strategy in place, a Technology Services Agreement is often required, which often presents both a significant opportunity and a risk. Fujitsu has considerable experience of assisting in the creation of these agreements in the most expedient manner. A key outcome of all of the above activities must be the creation of the business case for an ongoing Lean transformation, the programme definition, and effective governance arrangements across the two separating businesses.6
  7. 7. Unique tools to speed discovery and reduce risk■ Service Design & Build Methodology ■ Automated Process Discovery (APD) Fujitsu’s Service Design & Build Methodology (SDBM), is This unique service automatically visualises current consistent with ISO20000 standard and ITIL Foundation business process workflows from IT systems, giving best practice. Delivering cost effective services with immediate visibility into the true ‘as is’ state. Since consistent achievement of quality service is something these processes may be in separate organisations or that all of our customers expect. Using SDBM provides departments, the system-based evidence from APD is a joint way of working to develop the consistent and essential to collaboratively identify and prioritise the compliant services required in order to deliver those key processes for separation, as well as assessing the services to a 3rd party. impact on users and systems.■ Systems Discovery ■ Application Value Assessment (AVA) Our Systems Discovery tools identify how complex IT Our unique AVA process provides a value-based systems interface with each other, making it easier to application portfolio analysis of the costs, risks migrate or separate groups of systems that use a high and business impacts of change. It gives a clear level of inter-systems communication. Our approach indication of where action should be taken within minimises the need for temporary bandwidth when the current application portfolio, either for optimising migrating, consolidating or separating data centres. or separating purposes. The processes and methods of AVA are tuned to make the whole service efficient, effective and tailored to a specific organisation. 7
  8. 8. Case studies – successful separations Company names have been anonymised to protect client confidentiality.“Fujitsu worked with us A global automotive organisation This global car manufacturer was separating a major car brand from‘to engineer’ a step change its business, and with it, the deeply embedded support systems. Since to the way we manage these systems were shared, Fujitsu adopted a cloning approach to replicate virtual business and operations systems, which then had to our Separation Change be scaled down so that the resulting system was not over-specified or programme. Fujitsu’s too costly for the car brand. analysis provided the The separation process was carefully governed by Fujitsu to ensure insight we needed to move a clear view of the outcomes that both ‘donor’ and ‘receiver’ needed to achieve, and ensure correct decision making. Meeting our programme from an lead times was critical, including resolving Intellectual Property IT delivery project to a Rights issues so that executing the separation was not stalled. sponsored business Fujitsu’s experience in planning and executing knowledge transfer was change programme”. also required to minimise the time spent with IT experts in the USA who were busy with current IT tasks. Client feedback indicated that Fujitsu’s outcome based approach was aUK Telco Infrastructure provider key differentiator, making us the clear choice for such a scale of task. A leading UK frozen food manufacturer This company was separating from its parent to become a standalone business after an MBO. The systems in place were dedicated to the operation of the company’s products and business, but were embedded within corporate systems. No IT staff were being transferred in the separation and the systems and infrastructure had to be created from scratch. As well as discovering all processes and data, Fujitsu designed and delivered the complete IT infrastructure and operations as a managed service, including email, SAP and web services. The new business model included data centres across 8 European countries, and so called upon the global and local resourcing capabilities of Fujitsu. A UK Telco Infrastructure provider This UK Telco faced a regulated separation of a network services operation. The systems were closely integrated with other internal lines of business, and the separation programme would therefore break this value chain, change a multitude of processes, and involve extensive role changes amongst personnel. The outcomes required of the separation had not been fully explored, and Fujitsu worked to identify the best approach to drive business value from the programme, whilst incorporating system activities and business changes across the organisation, people and behaviours. The profile of the separation programme was raised by Fujitsu, helping to develop new, critical internal relationships for the client. 8
  9. 9. Decommissioning services:planning and managing conclusionsThe decommissioning agenda The support of FujitsuFollowing separation, the same care, attention As with our expertise in separations we can rapidly supportand planning should be applied to rationalising decommissioning with the right processes and tools, suchand decommissioning redundant IT assets, data as Systems Discovery and Automated Process Discovery.and infrastructure – this is really where ‘flippingthe switch’ carries the most risk since any By obtaining your finer architectural system details faster,inconsistencies or loss of data will severely impact and mapping them more clearly, we help to maximisethe business, clients, suppliers or customers. the time your in-house experts spend on supporting the usual activities of the business – which naturally do not Once again, a clear understanding of the assets stop during separation – and so help you reduce costs. is the key to performing a complex programme safely, effectively and in the appropriate order. The Fujitsu’s approach means that our clients and any‘live’ status of data, how it interfaces, where it is third parties have full confidence that the process of accessed from, and who will own it post-separation switching off redundant equipment has been efficiently are all important factors that must be known. and fully concluded. Our wider portfolio of capabilities also enables us to access any particular IT capabilityDepending on whether the data will be migrated, archived, or skills set your decommissions will require.or destroyed there may also be strict requirements forits handling. For example, many active applications orgroups of applications will contain critical information,some of which will be required by the Data Protection Actand Protection of Data law to be archived and managedas records. Combine this with the reputational andbusiness damage that can occur as a result of data securitybreaches, and you have a highly sensitive situation.Finally, the environmentally sound removal and disposalof assets cannot be overlooked, and will require carefulcompliance 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. 9
  10. 10. 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 quickly, securely, Dynamic Infrastructures 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.10
  11. 11. You and Fujitsu together:the integration solutionEffective, low risk and timely integration and decommis-sioning can safeguard your ongoing business and ensure itsgrowth is in no way constrained or burdened by your currentchallenges. Fujitsu’s extensive resources and proven exper-tise in integration and decommissioning are fully at yourdisposal to ensure a successful outcome.Our deep knowledge of IT, our open and collaborative ap-proach and ‘can-do’ attitude have made us a trusted partnerfor many organisations. We hope these pages have demon-strated how the thorough approach of our Integration Ser-vices can deliver a better solution, and enable you to realiseyour goals sooner.We would welcome the opportunity to discuss howwe can help. Please contact Graeme Wright on+44 (0) 7775 706290 or emailgraeme.wright@uk.fujitsu.com 11
  12. 12. Contact us on:Tel: +44 (0) 870 242 7998Email: askfujitsu@uk.fujitsu.comWeb: uk.fujitsu.comRef: 3270 996/08.2011/Ideas BRA01Copyright© Fujitsu Services Ltd 2011. All rights reserved. No partof this document may be reproduced, stored or transmitted inany form without prior written permission of Fujitsu Services Ltd.Fujitsu Services Ltd endeavours to ensure that the informationin this document is correct and fairly stated, but does not acceptliability for any errors or omissions.

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