Fujitsu has an established background of building mutually beneficial relationships that help drive greater efficiencies in organisations through the innovative use of IT. We pride ourselves on helping our clients to shape successful outcomes and get to the solutions your business needs sooner.

1. Separation services
Restructure
with less risk
and more
confidence
shaping tomorrow with you

2. Contents
A strong partner for success 3
A time of challenge and opportunity 4
Separation services: 6
Identifying and changing IT dependencies
Case studies 8
Decommissioning services: 9
Planning and managing conclusions
Portfolio of capabilities 10
You and Fujitsu together: 11
The separation solution

3. Fujitsu
a strong partner for success
Fujitsu has an established background of building mutually beneficial
relationships that help drive greater efficiencies in organisations through
the innovative use of IT. We pride ourselves on helping our clients to shape
successful outcomes and get to the solutions your business needs sooner.
Who we are Our separation and decommissioning experience
Headquartered in Tokyo, Fujitsu Limited has an annual Against a back drop of 15 years proven experience in
revenue of over $54bn, and is now the world’s third-largest complex divestment programmes, Fujitsu has recently
provider of IT services. We employ over 172,000 people undertaken some of the largest programmes in the public
in over 70 countries worldwide and use our scale to add and private sector, across a broad range of industries;
value to local and global clients through an end-to-end including automotive, utilities, government (managing
service model delivering multi-vendor support, projects, critical national infrastructure) and financial services. Our
applications, infrastructure and networks. outcome based approach is recognised by many of these
clients as a key differentiator in our provision of services.
What we believe in As a leading integrator and supplier of Enterprise Cloud
We place client focus at the centre of all our business Computing services, Fujitsu can also broaden our clients’
engagements, taking a long term view of our relationships options, with cost-certain “as-a-Service” based solutions
with our clients – seeking to maximise satisfaction by during separation or decommissioning and beyond.
approaching things from the client’s perspective and
anticipating their needs.
Collaboration on a global scale is a hallmark of our
approach, and we strive to serve as a trusted business
partner rather than simply a supplier of products and
services – it’s our commitment to shaping tomorrow
with you. Fujitsu is unique in this respect since we have a
genuinely agnostic approach to your needs and collaborate
with a number of organisations to bring together best of
breed product and service solutions. We work in partnership
with all major IT Services organisations including Cisco, EMC,
Oracle, CA and Microsoft.
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4. A time of challenge
and opportunity
Every divestment for an organisation is complex and important. Separation
always presents a number of tough challenges as well as opportunities for the
business as a whole – such as the transfer of improved system knowledge and
new strategies for rationalisation.
All domains of change, rather than just IT, must be From our experience, we know some of the specific
considered during separation or decommissioning. challenges that will need to be faced are:
Some of your existing colleagues may ultimately ■ Defining the strategy, commercial and business
work for a different company, and those people that outcomes: in order for all parties in the equation to
remain within your organisation will see change be able to realise their required outcomes, all possible
in the scope and scale of their responsibilities, as strategic options must be explored, with necessary
they manage through this period of change. activities agreed across all domains of change.
At a time when staff with deep knowledge of the business ■ Technology Services Agreement: there will be the
leave your business, additional support will be required need during and post separation to provide technology
to undertake the divestment and data migration, whilst services to the receiving organisation with clear service
critically maintaining quality Business As Usual (BAU) definition of the services being provided, the duration,
services and progress on existing change projects. and the terms of termination.
A new commercial relationship will need to be established ■ Cost control: unless clear objectives and goals are
with the divested business, to ensure continuity of agreed and planned in advance, the necessary tasks
service and effective systems of separation and data and scope of the programme can change, and costs will
transfer. This presents opportunities to secure additional overrun. True restructuring costs can be more accurately
revenue in addition to the sale of the divested assets. predicted and managed when strategic outcomes
are at the heart of your separation 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 separation 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.
4

5. Fujitsu: reducing risk and delivering
better outcomes
You can be confident that Fujitsu has a strong
insight in overcoming the challenges of the business
separation environment, and a track record of
success in bringing significant programmes to
the right conclusion. Some key ways that our
outcome based approach mitigates risk include:
■ 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 separation 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.
■ Compliance to regulations: migrating, archiving or ■ Analysing impact on users: using our technology to
destroying data will raise a number of regulatory map out processes, understand the system separation
issues, including following Data Protection Act in business functions that may have to be split (such
procedures and minimising the environmental as HR), and minimising the impact of those changes
impact of IT disposals in line with The Waste Electrical on users.
and Electronic Equipment Directive (WEEE).
■ Strong communications policies: planning and
■ Time pressures: in separations, there is often a monitoring a clear, timely and precisely targeted
mandatory date for completion, so a specific window communications plan for different business users which
of time is available to complete the programme. focuses on the achievement of outcomes.
Internal and external resourcing and skills must be
perfectly aligned with that timeframe. ■ Prioritisation and allocation of resources: solutions
to sequence work packages based on value, risk,
■ System complexity: the complexity, value and operational, technical and financial constraints,
relationships between IT systems which need to together with the availability of people and
be separated or decommissioned must be fully technical resources.
revealed and understood. Clearly scoped phases
■ Effective partner management: we recognise that,
need to be planned, executed and tested – with
for challenges of this size, no one organisation can do
each phase learning from the previous.
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.
5

6. Separation services:
identifying and changing IT dependencies
Issues raised by separation How Fujitsu can support your separations
Today’s business operations may map across a myriad of Fujitsu brings a unique set of Blueprinting, Discovery,
different systems, people and processes. Therefore the Applications and Infrastructure services to separation, that
first, and most crucial issue, in any separation is developing helps organisations develop a head start in understanding
the right strategy for the separation of these underlying the IT environment, processes and people. Put together,
operations, before work begins, and in collaboration with these factors enable us to define and implement the
both the seller and purchaser. optimal route for separation faster, more cost effectively
and with less risk.
Separation options can include the cloning of systems,
or the provision of ongoing Business As Usual (BAU) Through our programmes for global clients, several of
services until the purchasing company has put in place which are detailed alongside, we have demonstrated our
new processes and systems, and data transfer has expertise in fully planning effective separation strategies
been undertaken. An effective separation strategy has and designing end-to-end programmes of change.
a Programme Blueprint which clearly defines the end
outcomes to be achieved and the broad range of change Our skills in separation are just one part of the total
activities to deliver those outcomes. resource Fujitsu can bring to help meet your needs. If
you need additional ‘swing space’ to manage interim and
Both parties have to clearly define their needs pre strategic demand, for example, Fujitsu’s secure data centres
separation otherwise one of the resulting organisations, at and Infrastructure-as-as-Service(IaaS) solutions can be
best, will see that the activity did not meet its objectives drawn from our wider portfolio, as shown on page 10.
and at worst could result in business failure. Within the
separation, if one side is dominant; it can significantly
increase the risks to cost, quality and timelines of the
separation as well as the resulting business performance.
The pace of change is often critical during business
separations, 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.
With the right separation strategy in place, a Technology
Services Agreement is often required, which often presents
both a significant opportunity and a risk. Fujitsu has
considerable experience of assisting in the creation of these
agreements in the most expedient manner.
A key outcome of all of the above activities must be
the creation of the business case for an ongoing Lean
transformation, the programme definition, and effective
governance arrangements across the two separating
businesses.
6

7. Unique tools to speed discovery and reduce risk
■ Service Design & Build Methodology ■ Automated Process Discovery (APD)
Fujitsu’s Service Design & Build Methodology (SDBM), is This unique service automatically visualises current
consistent with ISO20000 standard and ITIL Foundation business process workflows from IT systems, giving
best practice. Delivering cost effective services with immediate visibility into the true ‘as is’ state. Since
consistent achievement of quality service is something these processes may be in separate organisations or
that all of our customers expect. Using SDBM provides departments, the system-based evidence from APD is
a joint way of working to develop the consistent and essential to collaboratively identify and prioritise the
compliant services required in order to deliver those key processes for separation, as well as assessing the
services to a 3rd party. impact on users and systems.
■ Systems Discovery ■ Application Value Assessment (AVA)
Our Systems Discovery tools identify how complex IT Our unique AVA process provides a value-based
systems interface with each other, making it easier to application portfolio analysis of the costs, risks
migrate or separate groups of systems that use a high and business impacts of change. It gives a clear
level of inter-systems communication. Our approach indication of where action should be taken within
minimises the need for temporary bandwidth when the current application portfolio, either for optimising
migrating, consolidating or separating data centres. or separating purposes. The processes and methods
of AVA are tuned to make the whole service efficient,
effective and tailored to a specific organisation.
7

8. Case studies – successful separations
Company names have been anonymised to protect client confidentiality.
“Fujitsu worked with us A global automotive organisation
This global car manufacturer was separating a major car brand from
‘to engineer’ a step change its business, and with it, the deeply embedded support systems. Since
to the way we manage these systems were shared, Fujitsu adopted a cloning approach to
replicate virtual business and operations systems, which then had to
our Separation Change be scaled down so that the resulting system was not over-specified or
programme. Fujitsu’s too costly for the car brand.
analysis provided the The separation process was carefully governed by Fujitsu to ensure
insight we needed to move a clear view of the outcomes that both ‘donor’ and ‘receiver’
needed to achieve, and ensure correct decision making. Meeting
our programme from an lead times was critical, including resolving Intellectual Property
IT delivery project to a Rights issues so that executing the separation was not stalled.
sponsored business Fujitsu’s experience in planning and executing knowledge transfer was
change programme”. also required to minimise the time spent with IT experts in the USA
who were busy with current IT tasks.
Client feedback indicated that Fujitsu’s outcome based approach was a
UK Telco Infrastructure provider
key differentiator, making us the clear choice for such a scale of task.
A leading UK frozen food manufacturer
This company was separating from its parent to become a
standalone business after an MBO. The systems in place were
dedicated to the operation of the company’s products and
business, but were embedded within corporate systems.
No IT staff were being transferred in the separation and the
systems and infrastructure had to be created from scratch. As
well as discovering all processes and data, Fujitsu designed
and delivered the complete IT infrastructure and operations as
a managed service, including email, SAP and web services.
The new business model included data centres across
8 European countries, and so called upon the global
and local resourcing capabilities of Fujitsu.
A UK Telco Infrastructure provider
This UK Telco faced a regulated separation
of a network services operation.
The systems were closely integrated with other internal lines
of business, and the separation programme would therefore
break this value chain, change a multitude of processes, and
involve extensive role changes amongst personnel.
The outcomes required of the separation had not been fully explored,
and Fujitsu worked to identify the best approach to drive business
value from the programme, whilst incorporating system activities and
business changes across the organisation, people and behaviours.
The profile of the separation programme was raised by Fujitsu,
helping to develop new, critical internal relationships for the client.
8

9. Decommissioning services:
planning and managing conclusions
The decommissioning agenda The support of Fujitsu
Following separation, the same care, attention As with our expertise in separations we can rapidly support
and planning should be applied to rationalising decommissioning with the right processes and tools, such
and decommissioning redundant IT assets, data as Systems Discovery and Automated Process Discovery.
and infrastructure – this is really where ‘flipping
the switch’ carries the most risk since any By obtaining your finer architectural system details faster,
inconsistencies or loss of data will severely impact and mapping them more clearly, we help to maximise
the business, clients, suppliers or customers. the time your in-house experts spend on supporting the
usual activities of the business – which naturally do not
Once again, a clear understanding of the assets stop during separation – and so help you reduce costs.
is the key to performing a complex programme
safely, effectively and in the appropriate order. The Fujitsu’s approach means that our clients and any
‘live’ status of data, how it interfaces, where it is third parties have full confidence that the process of
accessed from, and who will own it post-separation switching off redundant equipment has been efficiently
are all important factors that must be known. and fully concluded. Our wider portfolio of capabilities
also enables us to access any particular IT capability
Depending on whether the data will be migrated, archived, or skills set your decommissions will require.
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.
Case study – successful IT decommissioning
Company names have been anonymised to protect client confidentiality.
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.
9

10. 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.
Business Services
Business Services
We understand the
importance of managing
Cloud Consulting Business Consulting
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
Application Services programmes of work
to enable you to meet
your desired business
Cloud Managed Information outcomes.
Applications Applications Applications
Application Services
We help our customers
to deploy or upgrade
business applications
quickly, securely,
Dynamic Infrastructures efficiently and
inexpensively to create
Managed Infrastructure real business value and
avoid legacy system
duplication that often
End User Managed Data Managed Managed hamper post integration
Service Desk
Services Centre Network Maintenance environments.
Infrastructure-as-a-Service
Dynamic Infrastructures
Infrastructure Solutions Fujitsu has expertise in
delivering full integration
across the infrastructure
Infrastructure Products 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.
10

11. You and Fujitsu together:
the integration solution
Effective, low risk and timely integration and decommis-
sioning 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 exper-
tise in integration and decommissioning are fully at your
disposal to ensure a successful outcome.
Our deep knowledge of IT, our open and collaborative ap-
proach and ‘can-do’ attitude have made us a trusted partner
for many organisations. We hope these pages have demon-
strated how the thorough approach of our Integration Ser-
vices 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
11

12. Contact us on:
Tel: +44 (0) 870 242 7998
Email: askfujitsu@uk.fujitsu.com
Web: uk.fujitsu.com
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