Fujitsu Uvance: redefining the business model and the turn to a DX company (2021)

The decision that first filled the void left after discarding

The significance of this turn lies less in its novelty than in its sequence and timing. The decisions to cut away the founding hardware had continued for twenty years, yet the question of what to sell from the businesses it kept hung long in the air. Takahito Tokita first changed the personnel system and only then set the Uvance business model in place — a sequence that can be read as remaking the vessel before pouring in the contents. In filling, for the first time, the void born after all that discarding with a concrete axis of growth lies the place this decision holds.

Yet between raising the banner of earning through cross-industry services and making it take root, there is still a distance. Uvance’s numbers are rising, but whether Fujitsu has truly become an “ordinary company” — one that aims for growth — will be answered by the profitability still to come. A company that reached the summit through technology and then took twenty years to let go of that experience of success: on what will it next be chosen? The Uvance turn can be called its first attempt to answer that question head-on.