1. Peter Karran Assignments at Fujitsu
Page 1 of 1
HMRC - Aspire Replacement Programme and Innovation
Fujitsu relationship with HMRC continues to novate from an infrastructure provider: Peter created deep insight into
HMRC business, the means to maintain and continuously improve this, and the business development process that
took sometimes “off the wall” ideas to stimulate HMRC thinking and create new and innovative business solutions.
This was fueled by collaboration across a portfolio of 800 SME partners who operated as lean and agile innovators.
Co-op - End User Experience Programme
The Co-op group needed help to deliver new desktop services to enable their £100million investment in Angel Square,
Manchester. Peter sold the Consulting opportunity then led a small executive team facilitating a “get well” project
aligned to their long term vision. The Co-op Group CIO commented to Fujitsu CEO “your guys did a great job”.
Jaguar Land Rover – Business Process Re-engineering
JLR embarked upon a project to enhance their Treasury workflow: Peter quickly and accurately captured their
requirements. JLR engaged Fujitsu to manage the transform to an optimised new operation across their Finance team.
Fujitsu Global - UX Web Channel Programme
Fujitsu Global Cloud Platform (FGCP) provides Infrastructure as a Service (IaaS). Initially Peter managed the project
that put Fujitsu onto Gartner’s IaaS Magic Quadrant. He became the Programme Manager of a virtual team working
across five continents creating a web portal that continues to provide a compelling introduction to FGCP.
Fujitsu Global - Virtual Client Services Programme
Fujitsu developed new services to substantially reduce end user computing costs. Peter demonstrated how to create
greater business benefits by enabling mobile, remote and flexible working. He defined a standard blueprint, a generic
business case process and business change programme methodology now used throughout Fujitsu EMEAI.
Ministry of Justice - Legal Services Commission Transition Programme
Fujitsu was the service integrator for Ministry of Justice. Peter was engaged to confirm the strategy and align the
Business Change Programme by creating the Target Operating Model and Outline Business Case, thus accelerating the
integration of the Legal Services Commission into the relevant MoJ functions.
ATLAS - CSI Service Improvement Programme
As ATLAS Service Improvement Programme Lead the Peter transformed all aspects of ATLAS business across four
world class IT companies and service lines aligned to ITILv3. Peter was invited to present to the UK itSMF conference
in 2011 on how Peter delivered the trailblazing Continual Service Improvement implementation across the
consortium.
Aspire – Data Centre Consolidation
HMRC had several legacy sites that were ripe for Data Centre Consolidation. Peter modelled the total Fujitsu proposal
(£30million) and aligned business case to meet customer (both HMRC and Capgemini) outcomes.
Aspire - Business Improvement Lead
Peter was responsible for business change leadership, planning and coaching for the transformation programmes and
leading service improvement within £300million business. He led a team of consultants that converted Vision and
Mission into the strategic balanced scorecard.
NHS NPfIT - Business Change Programme
Peter was a BCP Manager for the NHS National Programme for Information Technology. In addition he led the NHS
BPR Special Interest Group; and the Consulting Programme Management Centre of Excellence