Abstract
Fujitsu, the Tokyo-headquartered IT infrastructure and services player, has
experienced a relatively poor fiscal 2008 growth-wise, and is embarking on a
restructuring programme to support an ambitious drive outside its home market.
To compete against its global rivals, the company must ensure that its
restructuring aligns its disparate international sales and delivery operations
as quickly and smoothly as possible (without impacting its existing client
base).
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