Back Office Transformation
Fujitsu's Back Office Business Transformation: Management and Operations Working as One
Transition to Data-Driven Management with SAP Solutions
Moving Beyond Departmental Optimization to Achieve Overall Optimization
In the VUCA era, companies require flexibility to adapt to change and resilience to withstand crises. Therefore, transitioning to data-driven management is essential. However, current back-office operations are optimized by department and data is siloed, hindering rapid decision-making and strategy formulation.
The underlying challenges include weak inter-departmental collaboration (e.g., between general affairs, HR, accounting, and procurement), a high volume of manual and personalized tasks, and the absence of a real-time data analytics infrastructure. To address these issues, standardizing business processes, integrating and visualizing data, and implementing automation technologies are urgent priorities. Through back-office operational reform, we must enhance employee satisfaction, shift focus to high-value-added tasks, and ultimately strengthen the company's overall competitiveness.
Our approach to the solutions
Strengthening Human Capital Through Talent Strategy Aligned with Business Strategy
We drive talent management transformation by formulating talent strategies and initiatives based on business strategy as part of HR digital transformation, while also enhancing each employee's career ownership.
We centralize the management of information required and obtained through HR processes—such as recruitment, onboarding, development, placement, and evaluation—transitioning from traditional employee management (e.g., labor management) data utilization to leveraging data for future employee development and optimal talent placement.
HR initiatives grounded in this data directly connect to business strategy, becoming a powerful driver for corporate success and growth.
Transforming Operations to Become Value Creators
Pursuing operational excellence in accounting as part of Accounting DX, we aim to transform the accounting and finance department into a Value Creator for management and business operations. For example, we digitize traditional closing processes still reliant on paper and stamps, enabling remote closing. We thoroughly implement operational efficiency and automation, eliminating manual and individual-dependent tasks.We also reform organizational structures, evolving into professional teams. We strengthen our role in supporting management and business operations, assisting in the visualization, streamlining, and automation of closing processes.
Enhancing Competitiveness Through Efficiency and Cost Reduction
As Procurement DX, we pursue initiatives that simultaneously improve employee satisfaction and strengthen governance through the digital transformation of procurement operations, while shifting the procurement department toward high-value-added activities.We achieve standardized and centralized management of operations from S2C (Sourcing to Contract) to P2P (Procurement to Pay). By standardizing operations that were previously siloed by location, we improve quality, speed, and efficiency. We promote migration to cloud-based operations and enhance strategic procurement and risk management through data accumulation and analysis. Leveraging insights gained from our own DX, we achieve further sophistication in procurement and purchasing operations.
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