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Learnings from FUJITSU’s Micro-Enterprise Experiment

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Von: Vlerick Business School
By Stijn Viaene, Professor of Digital Transformation
Webinar Rewind with Professor Stijn Viaene and Michae Verveckken

Surfing on the wave of digital transformation doesn’t have to mean rebuilding your company from scratch. In fact, experimenting with your operating model can happen while sustaining your traditional business model. But how can you do this? And what challenges does this entail for enterprise architects? These and other questions were addressed during a webinar organised by the Vlerick Centre of Enterprise Architecture and Digital Design.

In this webinar, Stijn Viaene, Professor of Digital Transformation, exchanged ideas with Michael Verveckken, Managing Director at Fujitsu Belgium. The panel offered some interesting insights and perspectives on how a company can successfully experiment with alternative operating models during a time of digital transformation.

Like many other companies, Fujitsu noticed the rapid changes in the market and customer demand. The company set out to experiment with a new operating model aimed at finding a new balance between driving new business into the market and sustaining its traditional outsourcing business. Fujitsu introduced the concept of micro-enterprises (ME) in 2020 as a pilot project in seven countries.

Michael Verveckken explains: “A micro-enterprise can be regarded as a micro-business within Fujitsu, with a few employees and its own CEO. These MEs are encouraged to act entrepreneurially and are allowed much more room for experimentation. The ME concept was introduced as a way of empowering people and allowing them more freedom to act like a start-up.”

(Externer Link)

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