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Integration Services from Fujitsu


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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.

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Integration Services from Fujitsu

  1. 1. Integration services Restructure with less risk and more confidenceshaping tomorrow with you
  2. 2. ContentsA time of challenge and opportunity 3Integration services: 4Identifying and changing IT dependenciesCase studies 6Reducing risk and delivering better outcomes 7Decommissioning services: 8Planning and managing conclusionsPortfolio of capabilities 9A strong partner for success 10You and Fujitsu together: 11the integration solution
  3. 3. A time of challengeand opportunityBusiness integration and its inherent transformational elements always presenta number of tough challenges as well as opportunities for the business as awhole – e.g. deciding what the target operating model will look like and choosingwhich systems best suit new ways of working. Lack of clarity with these new waysof working can cause additional hurdles. For example, sometimes politics canget in the way; with ‘pet’ systems chosen over those systems that actually fit thetarget 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 happenthe 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 orway, 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 goesthe 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 areto oversee and undertake critical data migration a sign that an IT integration is not being managedto the new operating model and decommissioning effectively: business continuity must be the priority atof newly redundant services and equipment. This every stage of the programme, which requires carefulmust 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 operatingand 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 organisationwill see changes in the scope and scale of their ■ Compliance to regulations: migrating, archiving orresponsibilities. As they manage through this period destroying data will raise a number of regulatoryof change, there may be a time when staff with deep issues, including following Data Protection Actknowledge of the business consider alternative futures. procedures and minimising the environmental impact of IT disposals in line with The Waste ElectricalUndoubtedly 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 anew (or possibly rationalised) support teams. The mandatory date for completion, so a specific windowscope 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 mustthe changes smoothly and without hiccups. be perfectly aligned with that timeframe.From our experience, the following specific ■ System complexity: the complexity, value andchallenges 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. 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. 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. 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. 7. Fujitsu: reducing risk and deliveringbetter outcomesYou can be confident that Fujitsu has a stronginsight to overcoming the challenges of the businessintegration environment, and a track record ofsuccess in bringing significant programmes of changeto the right conclusion. Some key ways that ouroutcomes 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. 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. 9. Fujitsu’s portfolio of capabilitiesWhether it’s a physical, virtual or skills-based requirement, Fujitsu have beeninnovating for more than 80 years in IT and have developed a comprehensiveportfolio 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. 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. 11. You and Fujitsu together:the integration solutionEffective, low risk and timely integration and decommissioningcan safeguard your ongoing business and ensure itsgrowth is in no way constrained or burdened by yourcurrent challenges. Fujitsu’s extensive resources andproven expertise in integration and decommissioning arefully at your disposal to ensure a successful outcome.Our deep knowledge of IT, our open and collaborative approachand ‘can-do’ attitude have made us a trusted partner for manyorganisations. We hope these pages have demonstrated howthe thorough approach of our Integration Services can delivera better solution, and enable you to realise your goals sooner.We would welcome the opportunity to discuss howwe can help. Please contact Graeme Wright on+44 (0) 7775 706290 or 11
  12. 12. Contact us on:Tel: +44 (0) 870 242 7998Email: 3326Copyright© 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.