Five priorities
for successful
adoptionof new andemerging
technologies
StartEmerging technologies
in a Hybrid IT environment:
Put the use-case first
Innovation depends on two elements: a need
and a group of skilled people who recognize thatneed and work together to satisfy it. That’s how
we get new technologies. And they emerge tobecome successful when their ability to fulfil ahuman need is proven. That’s why it’s importantto judge every new technology by what it
can do for you and for your organization.
Adopting emerging technologies is not justabout purchasing tech and then finding a use for it.
It’s about having the right mindset and defining
specific use-cases for how those new technologies
can help your business. When you do that, you get
a much better return on your investment if boththe business-case and the use-case are defined
before the tech is sourced.

In a fast-moving world where disruption is always
just around the corner, it can be hard to step backand consult with experts inside and outside yourbusiness. But taking the time to consult will yield
benefits because you will avoid falling into a trapthat many organizations do. They rush to modernize
their hybrid IT infrastructure and end up applying
new technologies to their legacy processes andbehaviors which have not been updated. A changeof mindset is needed to drive the cultural shift andchange management. Fujitsu believes that this newtransformative mindset is vital. It’s how you can drive
innovation, agility, and improved customer experience.
We have set out five priorities which we believe need tobe addressed as you plan your strategy for leveraging
the value of the new technologies you need to thrive.

Contents
Priority 1:
Don’t adopt for the sake of adopting

Priority 2:
Transcend the skills gap

Priority 3:
Make sure the price is right

Priority 4:
Think opex not capex

Priority 5:
Security should always be front-of-mind

Conclusion:
It takes a partnershipPriority 1:
Don’t adopt
for the sakeof adopting
At Fujitsu, we believe in a collaborative
approach based on co-creation.
We start with the business need,defining the outcome our customers
want to achieve, and only thenmatching the right technology to
get the results the business wants.
Choose the right partners, both internaland external, to get a detailed analysisof the benefits of any new technology,
as well as its possible downsides.
An invention is only useful if it fulfils
a specific need. So, what does thecustomer want and how does thetechnology enable your enterprise
to meet it? And that takes teamwork.
A group of people with the rightskills and deep understanding of themarket and aspirations of the business.

Priority 2: Transcend the skills gap
What really matters are skills and experience.
Not just of the new technologies you want
to deploy, but also about those technologies
which are already in place and need to be
attuned to work seamlessly across the business.
One of the biggest challenges is that bothof those attributes are in short supply. Veryfew organizations have large teams of skilled
professionals and experienced IT managers
who can spend time focused on bedding in
new technologies. Most need to work withpartners who can bring those qualities to thetable. It’s always been a priority for organizations,and competition for great people was always
intense. But over the period of the pandemic
an alarming shortage of skills emerged.
Gartner stated the problem starkly; talent
shortages are the biggest barrier to emerging
technologies adoption. When they publishedtheir survey in 2020, only 4% of IT executives
said they were worried about the talent
shortage. The 2021 results revealed thatfigure had jumped to 64% due to the push toremote working. Gartner emphasized that theprojects that suffer most are those related
to compute infrastructure and platform
services, network, security, digital workplace,
IT automation and storage and database.
Partners like Fujitsu actively seek and nurture
expertise and talent to be able to offer an
ecosystem of minds as well as technologies
to enable you to leapfrog the assessment anddevelopment phase of any emerging technology.
Working to co-create specific solutions forclearly defined needs linked to concrete
outcomes is the best way to deal with talent
shortages. The external view which the rightpartner can bring enables you to understandhow you can strengthen the IT foundations ofthe business so that it’s fit for purpose over thelong-term. You also benefit from a mix of skills –specialists and generalists – across the entire
value chain from consulting, to design and build,through to managing technologies in operation.

Priority 3:
Make sure the price is rightOnce you have matched the new technologies
you need with the outcomes you wantto achieve, it’s important to get value formoney. IT executives across all sectors areworking to accelerate their investment
in emerging technologies, especially as
pandemic restrictions ease and businessstarts to recover. That sense of optimism
could be easily dampened when costs begin
to escalate, so it’s important to temper
enthusiasm with clear thinking about costs.
It’s hard to define a return on investment when
the technology’s features are not well known,
what knock on effects it could have, and how
to manage its deployment and the ongoing
consumption of its services. The point of
any investment is to get a return in termsof business benefits, better customer or user
experience and, of course, cold hard cash.

Costs can rise when technologies are adopted
too broadly, and not enough time has beentaken to observe and develop a good businesscase for them. Also, when different parts ofthe business – outside the IT department– are empowered to look at adopting
technologies directly, there can be a lackof strict cost control and as technologies
are bought online complexity can rise,
which in turn generates cost. Again, that’s
why working with the right partner enables
you to understand costs. And when you
understand them, you can control them.

Priority 4:
Think opex
not capex
Co-creation is key to balancing what you adopt,
how you use that tech, and controlling costsagainst desired outcomes. It’s now an accepted
principle that most technologies, processes,services, and platforms can be used as a service.
You are probably already leveraging the valueof cloud in a range of ways. You can do thesame with new and emerging technologies.
It really is the smart way to capitalize on the great
functionality of emerging technologies, without theneed for big up-front capex spending. For instance,quantum-inspired computing is fast becoming a key
technology in the fight against data overload andcomplexity. True quantum computing is decades

away, but its principles can be used to accelerate
the way you analyze data to make faster, moreinsightful decisions. Our Digital Annealer solutionis, for example, being used in the financial sector
to speed analysis of market trends, by the public
sector to create smart cities and manage complex
transport networks, and by pharmaceuticalcompanies as they seek path-breaking drugs.
That kind of new technology becomes an opex
expense not a capex investment. What you’re reallyinvesting in is the outcome you want to achieve –greater returns from the market, cities that reallywork for everyone, drugs that keep us healthy – rather
than a technology. Fujitsu focuses on developing
its quantum-inspired capabilities and making themavailable as a service, so you pay only for what
you need. It’s the realization of achieving the rightbalance between your enterprise and a key partner
in your ecosystem. We enable our customers toavoid costly, long-term licensing arrangements andmove to a pay-per-transaction or usage model.
Good for the balance sheet, great for the business.

Priority 5: Security
should always befront-of-mindSecurity is a priority for every aspect of yourbusiness. There’s been an unprecedented rise incybercrime over the past few years. Headlines
about devastating ransomware attacks by shadowy
gangs have become commonplace. So, when you
adopt new technologies via the cloud you have toconsider that new vulnerabilities appear within those
new technologies because they are in the cloud.
Both issues need to be addressed. Hackers look forvulnerabilities at every point of an ecosystem. Thosecan be within procedures, or due to human behaviors,or the result of configuration errors and so on.

Good security is all about asking the right questions.
And using the answers to have a detailed overview
of every stage of the function or operation
as well as every possible risk. Our dedicatedsecurity experts work with customers to ask
those questions and do the legwork of checking
the entire ecosystem, end-to-end. Because weunderstand the platforms, we can advise on bestpractices and protocols within your business.
That’s especially important when you’rehandling sensitive and personal data. The
compliance demands of ever more stringentregulations can be onerous, but they can’t beavoided. We share the burden to keep you
safe and protected from attack as well as thebad headlines that always follow a breach.

Conclusion:
It takes a partnership
Deciding which emerging technologies to adopt, whenand how to make the most of them, and ensure thatthey enhance rather than undermine your security,takes partnership. The alternative is to do it all internally.
The skills gap and expense make that difficult toachieve. No enterprise is an island. Success is always
a collective collaboration. So, leverage the expertisethat is out there and focus on your core objectives
by leveraging the power of the right technologies
for use-cases that will deliver rapid success.
We’re here to help. Talk to us…

To make the most of emerging technologies
in your Hybrid IT environment visit:https://www2.fujitsu.com/global/uvance/hybrid-it/© FUJITSU 2021. All rights reserved. FUJITSU and FUJITSU logo are trademarks of Fujitsu Limited registered in many jurisdictions
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