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Restructure with less risk and more confidence

Integration services

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

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 the business integrated and sorting out the IT later versus upfront rationalisation and consolidation. Either way, all domains of change e.g. people, process, organisation, products and services, (rather than just the IT) must be considered throughout the duration.

Integration often creates significant additional demands to oversee and undertake critical data migration to the new operating model and decommissioning of newly redundant services and equipment. This must be managed alongside the critical task of maintaining quality Business As Usual (BAU) services and making progress on existing change projects.

However, the people that work in the new organisation will see changes in the scope and scale of their responsibilities. As they manage through this period of change, there may be a time when staff with deep knowledge of the business consider alternative futures.

Undoubtedly there will be a combination of new relationships, new services, new processes, and new (or possibly rationalised) support teams. The scope of this change increases the complexity, extending the time taken to manage and embed the changes smoothly and without hiccups.

From our experience, the following specific challenges will need to be addressed:

■ Defining the strategy, commercial and business outcomes: in order for all parties in the equation to be able to realise their required outcomes, all possible strategic options must be explored, with necessary activities agreed across all domains of change.

■ Cost control: unless clear objectives and goals are agreed and planned in advance, the necessary tasks and scope of the programme can change, and costs will overrun. True restructuring costs can be more accurately predicted and managed when strategic outcomes are at the heart of your integration 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 integration 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.

■ Defining and agreeing the target operating model: that will enable the business to achieve its operating objectives.

■ Compliance to regulations: migrating, archiving or destroying data will raise a number of regulatory issues, including following Data Protection Act procedures and minimising the environmental impact of IT disposals in line with The Waste Electrical and Electronic Equipment Directive (WEEE).

■ Time pressures: in integrations, there is often a mandatory date for completion, so a specific window of time is available to complete the programme. Internal and external resourcing and skills must be perfectly aligned with that timeframe.

■ System complexity: the complexity, value and relationships between IT systems which need to be integrated or decommissioned must be fully revealed and understood. Clearly scoped phases need to be planned, executed and tested – with each phase building in the learning from the previous.

■ Size & scalability: enabling processes, which now have different demands, to operate effectively; sizing and scaling the supporting systems and infrastructure to support the business rather than inhibit it.

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Integration services:identifying and changing IT dependencies

Issues raised by integrationToday’s business operations involve contributions from a myriad of different systems, people and processes. Therefore the first and most crucial issue, in any integration is developing the right strategy for the integration of these underlying operations, before work begins, and in collaboration with the merging parts of the organisation.

The pace of change is often critical during business integrations, 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. The emergence of cloud or “as a Service” offerings generates radically new ways of overcoming complex integration challenges.

Business Integration options can include the adoption, replacement, migration or integration of existing systems and requires the provision of ongoing Business As Usual (BAU) services until the new operating model has been put in place. An effective integration strategy 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.

A key outcome of all of the above activities must be the creation of a robust, realistic and achievable business case for an ongoing transformation, including the programme definition, risks, desired outcomes, and effective governance arrangements across the integrating businesses, departments or organisations.

How Fujitsu can support your separationsFujitsu brings a unique set of Blueprinting, Discovery, Applications and Infrastructure services to integration, that help organisations develop a head start in understanding the IT environment, processes and people. Together, these factors enable us to define and implement the optimal route for successful integration that is implemented faster, more cost effectively and with less risk.

Through our programmes for global clients, we have demonstrated our expertise in delivering successful outcomes by fully planning effective integration strategies and designing end-to-end programmes of change.

Our skills in integration are just one part of the total resource Fujitsu can bring to help meet your needs. For instance if you need additional interim and on demand services, Fujitsu can draw from its wider portfolio to make available secure data centres and Infrastructure-as-a-Service (IaaS) solutions (as shown on page 9).

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Unique tools to speed discovery and reduce risk

■ Service Design & Build MethodologyFujitsu’s Service Design & Build Methodology (SDBM), is consistent with ISO20000 standard and ITIL Foundation best practice. Delivering cost effective services with consistent achievement of quality service is something that all of our customers expect. Using SDBM provides a joint way of working to develop the consistent and compliant services required in order to deliver those services to a 3rd party.

■ Systems DiscoveryOur Systems Discovery tools identify size and scalability of systems whilst also defining how complex IT systems interface with each other, making it easier to migrate, integrate and decommission groups of systems that use a high level of inter-systems communication. Our approach minimises the need for temporary IT infrastructure when integrating, migrating or consolidating systems.

■ Automated Process Discovery (APD)This unique service automatically visualises current business process workflows from IT systems, giving immediate visibility into the true ‘as is’ state. Since these processes may be in separate organisations or departments, the system-based evidence from APD is essential to collaboratively identify and prioritise the key processes for integration, as well as assessing the impact on users and systems.

■ Application Value Assessment (AVA) Our unique AVA process provides a value-based application portfolio analysis of the costs, risks and business impacts of change. It gives a clear indication of where action should be taken within the current application portfolio to avoid duplication and maximise business returns for the more streamlined future state. The processes and 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.

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Case studies – successful integrations Company names have been anonymised to protect client confidentiality.

Payments Processing Organisation Created through the merger of two payment processing organisations in a drive to improve efficiency and introduce a more competitive, service-led approach. The smooth integration of the two organisations was critical in order to maintain BAU operations, which involves the processing of over 90 million financial transactions a day. Over a variety of engagements, Fujitsu provided integration assistance on both a technical and operational level.

As part of the post merger consolidation, Fujitsu provided critical input to shape the clients Data Centre strategy to enable the organisation to justify and execute a Data Centre optimisation & rationalisation programme.

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.

“Fujitsu has helped us develop a new understanding of our business and new ways to manage change, so that we can continue to deliver an exemplary level of customer service.”

Payments Processing Organisation

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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.

Fujitsu: reducing risk and delivering better outcomes

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Decommissioning services: planning and managing conclusions

The decommissioning agendaFollowing integration, the same care, attention and planning should be applied to rationalising and decommissioning redundant IT assets, data and infrastructure – this is really where ‘flipping the switch’ carries the most risk since any inconsistencies or loss of data will severely impact the business, clients, suppliers or customers.

Once again, a clear understanding of the assets is the key to performing a complex programme safely, effectively and in the appropriate order. The ‘live’ status of data, how it interfaces, where it is accessed from, and who will own it post-integration are all important factors that must be understood.

Depending on whether the data will be migrated, archived, 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.

The support of FujitsuAs with our expertise in integrations we can rapidly support decommissioning with the right processes and tools, such as Systems Discovery and Automated Process Discovery.

By obtaining your finer architectural system details faster, and mapping them more clearly, we help to maximise the time your in-house experts spend on supporting the usual activities of the business – which naturally do not stop during integration – and so help you reduce costs.

Fujitsu’s approach means that our clients and any third parties have full confidence that the process of switching off redundant equipment has been efficiently and fully concluded. Our wider portfolio of capabilities also enables us to access any particular IT capability or skills set your decommissions will require.

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.

Case study – successful IT decommissioningCompany names have been anonymised to protect client confidentiality.

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Cloud Consulting Business Consulting

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.

Managed Data Centre

End UserServices

Managed Network

Managed Maintenance Service Desk

Application ServicesWe help our customers to deploy or upgrade business applications quickly, securely, efficiently and inexpensively to create real business value and avoid legacy system duplication that often hamper post integration environments.

Business Services We understand the importance of managing 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 programmes of work to enable you to meet your desired business outcomes.

Dynamic Infrastructures Fujitsu has expertise in delivering full integration across the infrastructure 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.

Business Services

Application Services

Dynamic Infrastructures

Managed Infrastructure

Infrastructure-as-a-Service

Infrastructure Solutions

Infrastructure Products

Cloud Applications

Managed Applications

InformationApplications

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Fujitsua 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 areHeadquartered in Tokyo, Fujitsu Limited has an annual revenue of over $54bn, and is now the world’s third-largest provider of IT services. We employ over 172,000 people in over 70 countries worldwide. We use our scale to add value to local and global clients through an end-to-end service model that delivers effective multi-vendor support, transformation projects, applications, infrastructure and networks.

What we believe inWe focus our business engagements from the client’s perspective taking into account longer term objectives as well as supporting their must have tactical needs. We collaborate on a global scale, striving to serve as a trusted business partner rather than simply a supplier of products and services. We are different to our competitors in that 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.

Our integration experienceAgainst a back drop of 15 years proven experience in complex integration programmes, Fujitsu has recently undertaken some of the largest programmes in the public and private sector, across a broad range of industries; including automotive, utilities, government (managing critical national infrastructure) and financial services. Our outcome based approach is recognised by many as a key differentiator in our provision of services, because it addresses the perspective of the business rather than just the IT department. As a leading integrator and supplier of cloud services, we can plug the immediate and short term needs as well as deliver longer term cost efficient solutions. Fujitsu has strong cloud offerings and is a leader in the provision of virtualised and financial engineered solutions that covers our clients’ entire IT needs.

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You and Fujitsu together: the integration solutionEffective, 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

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