Q. Read the case titled developing a human centric vision at Fujitsu and examine how its organizational design enabled to create human-centric vision in their company.

Q. Read the case titled developing a human centric vision at Fujitsu and examine how its organizational design enabled to create human-centric vision in their company.

Projects These are some of the projects that Fujitsu is pioneer- ing, in an effort to enhance their own talent base, play a more significant role in corporate social responsibil. ity and develop new tools for the future through action learning Company The search for creativity, innovation and enjoyment in Fujitsu has taken many forms and includes the desire to provide each employee with the opportunity to develop a set of skills and build a relevant knowledge base of the business environment and within the com- pany, Fujitsu believes that technology is transforming the world. Digital technologies such as the Internet of Things and artificial intelligence are changing the way people work, making processes more efficient and helping create innovative new products and services. This is stated as a digital transformation and the people within Fujitsu are empowered to help compa- nies to achieve this objective in a creative and efficient manner. These technologies connect businesses with new partners, enabling them to collaborate and innovate across existing boundaries. If they want to outperform the competition, today's business leaders must inte- grate the concept of digital transformation into every aspect of their corporate strategies and organizational design. Fujitsu has a clear mission to assist their custom- ers so that they can achieve digital transformation. The business wants to be the customer's busi- ness partner, and help them on their journey of transformation. Last year, Fujitsu began providing a digital busi- ness platform called MetaArc. This is a cloud-based platform that enables cus- tomers to use digital technologies to grow and develop their future businesses. They also deliver services which integrate the lat- est technologies on this platform, to help realize digital transformation. The company attempts to focus on their customers' business goals and work in collabo- rative project teams to achieve these goals. This strategic and customer focused approach is what helps to make Fujitsu different from its competi- tors in the sector. Fujitsu has been striving towards a 'human-centric vision for some time. This means putting people at the core of everything the company tries to achieve. Advances in artificial intelligence are accelerating, which means that the company is focused on devel- oping services that can be more automated in the future. Corporate Social Responsibility Projects The Youth at Risk project is a community-based initi- ative within the company, which focuses on the need to develop a link with the local youth and to under- stand their needs and refocus their energies towards society instead of against it. The involvement of sec- onded people from Fujitsu has greatly enhanced the development opportunities within the company and increased the confidence and enjoyment of the people involved in the initiative. The focus of improvements in enjoyment has to have a personal and corporate ele- ment and provide advantages for everyone involved in the project. As well as community involvement and develop ment, Fujitsu focuses on environmental initiatives, diversity and inclusion projects, wellbeing projects for their employees across the company and high quality operating practices. Internal and external Professional Corrmunities The development of many professional communities across the company has been launched to develop a greater sense of focus and an enhancement of the networking capabilities with the company. A series of communities across the business landscape of Fujitsu has helped the achievement of new business devel- opment targets within the company. These communities are supported by the knowl- edge community, which can help the company to develop a specialized set of technical skills and models to assist the new venture managers in tackling complex business problems. This support activity can assist the business in developing a set of competencies that can enable a flexible and cross-functional method working to The Distinguished Fellows Scheme, for example, allows the highly skilled engineers to spend time externally to the company, developing their credibility within the sector and developing a network of contacts to start the process of business development in the future. by equipping them with the skills needed to perform within an account management role. These concepts are designed to develop the per- sonal aspirations of everyone within these commu- nities and to enhance the level of cross-functional cooperation that exists throughout the business. The background to these initiatives is focused on removing barriers to success and enhancing the managerial and business chances of managing complexity and the difficulties of achieving global reach. Action Learning at Fujitsu The introduction of action learning across the com- pany has enhanced the enjoyment of people within the new venture and project teams. The education of people within the company has a clear link with the encouragement of these management teams to build high value customer relationships and eventu- ally communicating with the customers' customer through expert advice and a range of innovative ser- vices focused on digital transformation. The challenges in this digital era: the company has to consider how technology will empower people to work more creatively and maximize their full personal potential. Fujitsu's technology and services attempt to support everyday life, helping both employees and customers to live more creative and fuller business lives. In recent years, Fujitsu Services has won the Per- sonnel Today Intellect Award for Innovation in Career Development in recognition of its Account Manage- ment Academy. Fujitsu developed the Account Man- agement Academy to ssess its employees' future potential, rather than analyzing past performance alone, and develop those people who are successful