Build services
fasterMake impactful ideas
take flight by accelerating
digital development

Building services faster will enable
you to survive and surpass
In today’s volatile and unpredictable business landscape, change is the
only constant. Rapidly evolving customer behavior and demands driven
by social, environmental, and economic pressures, are a major challenge
for many organizations to keep up with.
In our recent study, over two-thirds of organizations said they needed torespond faster to changing market demands, and around three-quarters
said they were prioritizing customer experience as the driving force of
their future transformation strategy.
Time-to-market is therefore emerging as a top priority over cost, as
well as continuous iteration to ensure that the product represents theaforementioned social, economic, and environmental changes around it.
The pursuit of better CX to win new hearts and minds – and maintainexisting customer loyalty – is not a new challenge. However, it has taken
a completely dif ferent course over the last year and has accelerated toa previously unimaginable speed.

Before COVID-19, consumer buying and engagement patterns had
already dramatically changed due to digital disruption. The key trends
were convenience, speed, or sometimes novelty – and the ability ofmodern applications to predict and serve these needs intelligently,
and even proactively as new challenges continue to emerge.
However, more recently the change in attitudes and expectations has
been due to necessity, as demonstrated by COVID-19 and the disruption
it had on consumers’ daily lives. The pandemic has brought the needfor digital engagement, retention, and evolution to the forefront,
dramatically increasing the importance of building services faster.
These shifts are here to stay as we enter a ‘next normal’, with the speedof updates and feature releases now a hugely important factor. Adopting
an adaptive, evolving, and always-on engineering strategy will allow
you to respond at pace, and pace will determine who thrives and who
struggles to survive in today’s competitive landscape.

2Opening thoughts:
Organizations are realizing thevalue of building services faster
Jason Daniels - Digital, Data & Cloud Leader at Fujitsu
Time-to-market has always been important, but the COVID-19
pandemic meant that many organizations had no choice but tothrow their ef forts behind rapid digital service development,
as physical routes to market were forced to close. Some ofour customers needed help to do this on a reactive basis tocontinue trading, with Fujitsu squads deployed to co-develop
new digital solutions. Others, with our support, were aheadof the game. Take one of our public sector customers, forexample, who had already worked with us to digitalize theircore services to make them more convenient and accessible
to the public. This gave them an excellent baseline to build
upon when the challenges of the pandemic arose.
Using a low-code development approach, together we wereable to design and deploy a new application and deliver
subsequent updates faster, to extend the reach and enhance
the user experience of it’s 50+ physical locations. The new
application platform enables the organization to engage acommunity of hundreds of thousands of people, both directly
and via self-service, while meeting its industry and geographicalregulatory needs.

Key initiatives foryou to focus on
As demonstrated, many organizations are coming to therealization that building greater adaptability and pace into
digital service development is vital. The top-performing ones
are discovering the transformative power of aligning modern
technology, processes and people behind this need for speed- with a fusion of Cloud, Agile and DevOps best-practice
adopted to build services faster.
However, plenty of organizations are yet to transition from thetraditional application ‘change and release’ methods that may
have served their ‘business as usual’ for a long-time, but thatare no longer fit for a world of unpredictable change andrapidly evolving needs.
We have identified three key initiatives for this, so you canachieve the high-velocity application lifecycle management
needed for the future of your digital services.
These are explored throughout this guide.

3

All organizations need to be able to get three
things right to achieve high velocity application
lifecycle management:

1. Architect forvelocity

2. Agile innovation
approach

3. Addressing
resource gaps

Moving from monolithic,
towards decomposed

The right team formation,
culture, and control

Overcoming skills shortages
with people and technology

Achieving this gives you the required speed across technology, processes, and people – and makes it possible for application
development, consumption, and relevance (through regular updates) to be achieved faster.
4

1. Architect for
full-stack velocity
Creating the optimal application deployment
characteristics – namely architecture andunderpinning technologies – will playa pivotal role in accelerating the development,
deployment, and evolution of digital services.
Considering this, the ideal landscape is an IT
service ecosystem that is able to responsively
shape and prioritize fluctuating business demands- and deliver on these in the form of new solutions
and features that can continuously evolve toensure future value.

5

1 | Architect for full-stack velocity

Productize for pace
More than two-thirds of IT leaders in our recent study said
that applications were going to be key to enhancing customer
experience while accepting they needed to respond faster tocustomer demands. However, while applications (both front
and back-end) are an important component, organizations
should in fact re-evaluate whether their whole stack– and how they deliver to market – is fit for a digital age
that demands adaptability as standard from top to bottom.
Often, we see too much focus being placed on the front-end external application or digital service. However, thisis not a sustainable solution because most releases andupdates will have dependencies elsewhere in the stack.
If these areas aren’t proactively addressed then the pace offront-end development and time-to-market is constrained,or even completely undermined, due to burden andbottlenecks elsewhere.
Productized development is crucial for full velocity andadaptability - with the full-stack being treated as a unified
and completely code-based entity, along with clear ownershipand high-automation supporting its continuous evolution.

Expert view:
Embracing full stack development
and everything as code
Jason Daniels - Digital, Data & Cloud Leader at Fujitsu
One of the big challenges I see in organizations is fragmented
ownership. Full-stack development capability can help bycreating an empowered single point of ownership, minimizing
development constraints like complex communication channels,
cultural disconnects, manual errors, and bottlenecks caused byslow supply of resources. I’m also seeing an evolution of how
applications need to operate. Client-side processing is taking
on more of the tasks which have traditionally been performedon the server-side, and a wider variety of databases and data
abstraction methods are being used across the application stack.
By acknowledging these changes, full-stack development
enables you to scale at speed while using the right back-end
data model to ensure quality service is always maintained.
‘Everything as code’ augments this by providing thestandardization needed for faster and more automatedexecution, reduced capacity for human error, easier continuous
iteration, and greater continuity as resources change over time.
These benefits can be taken to the next level by applying
machine intelligence to interrogate code even quicker and haveit automatically checked throughout development to ensure a
consistent high-quality in change release.
66

1 | Architect for full-stack velocity

Decompose todeliver at speed
When it comes to applications specifically, youneed the right architecture to achieve the paceand adaptability that your productized stack
intends to deliver. For most organizations, theircurrent legacy application architectures are
not flexible enough to compete with the moredigitally mature organizations – but why is this?
It’s because of a lack of composability – andfor this reason the biggest step required is fororganizations to move away from a monolithic
make-up, towards an agile and decomposed
approach to development and delivery. This
involves building much smaller units in theform of containerized microservices and even
event-based code to enable speed, but more
importantly, zero downtime as and when updates
are made and new features are released.
The ways this works in practice – and one of
the key concepts you need to adopt – is totreat applications as discrete business value

components connected together (via an API
integration hub, for example). These can be
exposed either as low-code modules toempower a citizen developer community,or programatically to pro-code developers,
within an organization. This helps to ensurebusiness data and value can be consumed
across the whole application landscape andnot siloed into single areas.
The most successful and powerful examplesof this are the disruptive digital platformbusinesses of recent years, who can alter theircontent, services, and aspects of their user
experience at rapid speed. They are leading theway by operating the composable application
estates of the future, and the result is that thefeatures of their digital services can be quickly
assembled, re-assembled, and adapted tomeet omni-channel business demands andconsumer trends.
7

1 | Architect for full-stack velocity

Codify andconnect
We’ve seen the composability trend starting to gather pace
within more traditional organizations too, accelerated by
the unpredictability and constant flux throughout the
COVID-19 crisis.
These organizations either adopted modern, composablearchitectures to bring their services into the digital era, or insome cases went even further by using them to extend into
other market channels. In best-practice cases, this presented
an opportunity for expansion and growth - and, at worst,
provided a means of of fsetting the financial losses of closed
physical outlets during lockdown.
Great examples here are retailers and fast-food outlets, who
extended their usual operations via third-parties for rapid
home delivery fulfillment at a time when everything had
to be consumed remotely; or the restaurants and bars that
introduced an ‘order at table’ functionality which enabled thesafe return of public gatherings; a concept which has since
become embedded as the norm within many organizations’service models.
8

1 | Architect for full-stack velocity

While many of these use cases involved codification ofexisting non-digital assets, such as menus to enable thirdparty delivery of food, they also prove that creating a modern
applications experience doesn’t always require a costly orcomplex modernization programme.
Of course, becoming composable in these scenarios did involve
building some new cloud-native functionality. However, arguably
a more crucial task for delivering at pace was to extend theenterprise applications’ data that underpinned the existing coreservice, as opposed to engaging in a broader modernization
or re-build of legacy infrastructure and applications.
In such circumstances, particularly where short timeframes
and/or the lack of a mass developer pool are proving to bebarriers, APIs and low-code solutions are often crucial for
lowering these; making it possible to deliver powerfulomni-channel services quickly and cost-ef fectively.
At the same time, they provide a highly available legacy integrationroute to ensure a singular data plane. This is typically of hugevalue to future development projects, as both the applications
landscape and its channels of consumption become even morediverse and distributed.

Expert view:
Re-build and re-use…
combining forces for rapid digitalization
Jason Daniels - Digital, Data & Cloud Leader at Fujitsu
The last couple of years have been a major turning point for
how organizations think about their routes to market and theexperiences they deliver. Since the pandemic started, the numberof products and services we have all consumed remotely or ata distance has skyrocketed – and I’ve often wondered, for all
the (usually) seamless transition on the outside, how much chaos
was going on internally within organizations as they used digitaldevelopment as their primary vehicle for pivoting to new waysof sustaining and adding value? If we take the example of foodand drink outlets, ordering my meal from my table, car, or homemight have been an easy experience, but as I indulged, I often
thought about how much complexity organizations grappledwith to make this possible - particularly with very little time toadjust and to do so without an excessive cost or resource outlay.
The solutions created, many of which involved codifying andconnecting menus for partner distribution, highlighted that a
fantastic, composable digital service doesn’t always have to
involve an end-to-end build (or rebuild) of applications. The rise toprominence of low-code and API platforms being maximized has
meant that these concepts will surely now be exploited by many
more organizations, especially those looking to quickly unlock
future growth opportunities.
92. Agile innovation
approach
Despite the potential of architectural transformation,
this alone cannot deliver the target outcomesof high-speed, agility, and improved CX. There’s
something just as powerful that makes all of thesethings come to life: the shift in organizational
approach and culture.
Many organizations have seen their technologicaladvances rendered meaningless due to an inability toform the teams, master the methods and normalize
the ways of working that facilitate business-wideagility and speed. Those that have made good
progress are not only building services faster today;
they are building an inclusive developer community
culture which enables sustainable success in future.

10

2 | Agile innovation approach

Team formationand cultureFirstly, forming the right teams is crucial.
Rigid structures and siloed resources are notfit for developing and supporting businessneeds at the pace now required.
Based on our experience with customers,
we believe that small, multi-disciplined
development squads that are assembled
and embedded within business functions
are the way to succeed. Furthermore, thesebusiness functions should now be less formal
and hierarchical; rather, they should be more
project-based, around a particular businessor customer outcome.
To enable these teams to build services faster,organizations should adopt an autonomous
approach, involving non-centralized decision
making from the core, with devolved authority
given to development teams on the ground.

With people empowered to understandthe business requirements, they can makedecisions and take actions on how to deliver
continuous value throughout the new
application management lifecycle.
In terms of informal leadership, the ‘outsidein’ approach based on customer requirements
demands a product manager who is obsessedwith customer experience. They should becapable and enabled to understand thebusiness challenges, and through close
integration with the teams, engage in sprint
cycles that aim for a minimum viable productto enhance, rather than a perfect solution to
the problem or target outcomes all at once.
With this outlook, teams should be able towork iteratively through challenges and pivot
in various directions based on external change.

11

2 | Agile innovation approach

From a cultural perspective, the adoption of continuous
integration and continuous delivery/deployment (CI-CD) promotes
an iterative developer culture to application development,
empowered to make or automate small improvements on aconstant basis, ensuring each development cycle is alignedwith the business demands that are regularly fed through.
This mindset goes hand-in-hand with the composablearchitectures (de-coupled and API-led microservice applications)and event-driven code execution explored earlier. It allows
teams to build services faster through rapid construction anddeconstruction of components.
Working in this way, they are empowered to add, adjust andremove features based on rapid testing and feedback - andensure that once new releases are pushed out for consumption,
all aspects are highly available, resilient and scalable to meet
future needs and growth in demand.

Expert view:
Empowerment needed
for continuous evolution
Jason Daniels - Digital, Data & Cloud Leader at Fujitsu
Culture is often one of the most overlooked aspects ofaccelerating digital service development. With a mindsetof IT being embedded in the business, bringing together acommunity of the best brains for a particular project is the way
to succeed. As seen within the many customer environmentsthat our development squads have supported, multi-disciplined
teams that are focused on a distinct business challenge – andempowered to make change and continuously evolve – are key
to delivering at a higher velocity than ever before. This is crucial
for the consumers and societies which our clients serve.
The adoption of CI-CD in particular is helping to bridge thegap between the developers and business experts that should
jointly create solutions. It enables agile, actionable feedback
loops and, with the help of automation, accelerates regular anditerative responses to these in a way that enforces code quality,
reliability and security each time. And with the emergenceof low-code also providing greater language equivalenceacross teams, it enables a more diverse group of people (withdif ferent skill-sets) to get ‘hands-on’ with iterative development
and contribute to continuous improvement together, in real-time.
12

2 | Agile innovation approach

Pace and precision:
Mastering DevOps
With speed to market now so crucial, DevOps
has taken even greater significance as a
facilitator of optimizing delivery - specificallyminimizing risk and lead-time, ensuring reliability
and delivering on the ‘pace potential’ of
decomposed ‘everything as code’ architectures.
Yet many organizations are still to masterthe concept. There are many reasons why,
but three significant mistakes we see are:
1. A technology focus outweighing apeople and culture focus.
2. Deploying DevOps with traditionalcommercials.
3. Addressing both of the above but still
abiding by outdated change/service
management processes.

Firstly, there have been significant
technological advancements in supportof DevOps. In particular, automation and
AI is enabling organizations to work faster,
minimizing development inaccuracies,
maximizing resource ef ficiency, andenabling more sustainable development.
However, as an inherently technical initiative,
we still see many attempts at driving DevOps
practices from a ‘technology & tooling first’perspective, rather than a culture-led,change-initiative transformation.
To succeed, you must face the potential
discomfort and politics of breaking traditional
structures to connect two separate, multifaceted worlds - Development & Operations together as a single unit, with the same culture,
way of thinking, and level of accountability
throughout the application life cycle.
13

2 | Agile innovation approach

It is important that your people are empowered to learn
from each other, creating an ‘economy of excitement’
which promotes skills transfer across the team, regardlessof business background or existing skill-set.
Secondly, from a commercial perspective, we are stillseeing organizations embarking on DevOps projects withset contractual and cost models based on traditional ways
of working. As these do not allow for flexibility in terms ofregular scope change or speed of release, they can often
act as a set of brakes on the potential to develop faster.
The third constraint is where the focus and commercial
model are correct but, where modern development andservice management processes are required, traditional
ones remain in place and act as a major constraint.
Implementing ‘Agile’, however dif ficult, needs to beprioritized. Converting long-established, monolithic processes
into smaller, frequent, automated parts allows for fast andcontinual revision, particularly within ‘change and release’.
Finally, if these three issues are overcome, then successful
DevOps implementations should be scaled using a Centerof Excellence model that contains repeatable development
patterns, methods, and cultural norms for the wider
organization to adopt.

Fast, flexible, and agile:
Optimizing continuous developmentwith the Andalusia Government
It is common for organizations to have DevOps-like initiatives
or practices in place today, yet many still struggle to master the
key concepts to deliver real impact (due to the constraints wehave explored in this guide), or alternatively, have implemented
small DevOps practices successfully but are finding it dif ficult
to scale these for maximum value.
The Government of Andalusia got their approach right byworking with Fujitsu. They partnered with us to accelerate
the release and continuous improvement of crucial aid
management services through a perfect fusion of DevOps,
Agile, and Cloud, with expert engineering skills on-demand.
Working together with a Center of Excellence model, enabled
by Fujitsu’s Software Factory, we deliver full-stack, multidisciplined development, underpinned by agile procedures andprocess automation tooling. The new way of working is fast,
integrated, and flexible to changing needs - and it enables
continuous development and rapid scale, thanks to the ability
to re-use repeatable components.

14

2 | Agile innovation approach

Cloud-native autonomy
vs cloud-native control
The creation, understanding, and use ofcloud-native applications has now placed them
front and center of many modern application
strategies. It is no longer a concept adopted
by the few for a bright digital future, but thevery foundation of a relevant and competitive
existence today.
However, while ‘born in the cloud’ development
allows you to bring a richer set of features,functionality, and flexibility to the digital services
you develop, the democratization and pace ofdevelopment can result in unwanted business risk.
So, when it comes to using cloud-native
as a means of accelerating time-to-market
across multiple channels, it’s important to put
organizational and technical guardrails in place
which bring a level of safety. From a platform
perspective, this is best done in a tailored way

for each cloud, but with a lightweight,
baseline framework in place to provide
protection across the whole ecosystem.
To provide this to our customers, wedeliver through our Fusion Engineering
digital development practice. This introduces
recognized and trusted agile methodologies,
frameworks, and technologies to ensure we
prioritize, develop, and deploy ef ficiently tothe highest standards.
Fusion Engineering encompasses industry
standard models such as SAFe, and is assisted
by Fujitsu SpringBoard, which provides
automated Infrastructure as Code templates
to lower development risk, as well as theinitial cost and lead-time for on-boarding tomajor cloud platforms including Amazon
Web Services (AWS) and Microsoft Azure.

15

2 | Agile innovation approach

Accelerating with agile:
How Coop Trading reduced
time-to-market by 300%
Facilitating faster development relies on the right approachand culture. It’s equally important for introducing this speed
safely, with minimal business risk. Many Fujitsu customers aremastering this through co-creation with our expert development
squads. Take Coop Trading for example, which develops products
for approximately 13 million consumers who shop across 4,000
stores. Working together with Fujitsu, they implemented Scrum
as the agile delivery method, with two-week sprints andcommitment-driven sprint planning.
We then built the foundations for a continuous delivery
platform, through an automation tool-stack that supports
agile development processes. The new way of working allows
Coop Trading to get products to market 300% faster, andwhat’s more, there has been zero churn in the service delivery
unit for two years due to happy developers. In the words ofCoop’s Senior Project Manager “people want to be a part of thewhole development process because we are making awesome
solutions for our users now.”16

3. Addressing
resource gaps
Quicker time-to-market requires digital development
skills that are in short supply. Many organizations
simply do not have the knowledge and experience
to build services faster, and gaining and scaling
this expertise in-house can be complex anddif ficult. This can be because of the range ofcompetencies now required across a diverse rangeof languages and platforms, and because sourcing
developers is now a highly competitive market due
to supply vs. demand.
This second issue has intensified even further in the
post-COVID era. Although the geographical scopefor skilled resource has broadened due to remote
working and the proven success of ‘remote teamdevelopment’ projects, the competition for skills
has also increased in line with this.
17

3 | Addressing resource gaps

Enabling citizen
developers
In future, organizations will need to ‘open up’
the opportunity and capacity to innovate tobusiness-line stakeholders, rather than themsimply being a point of feedback for thetechnically skilled.
Due to skills constraints, creating and thenenabling this ‘citizen developer’ community
internally will be key to scaling resource inthe future. Today, many organizations
are programmed to think of application
development as a specific ‘place’ and setof people within the business, tasked withcreating a user experience, ultimately tocollect and manipulate data. But what if
everyone in a business was empowered,from a structural, hierarchical, and technicalstandpoint, to do this whenever needed?

This is because understanding the latest
requirements, and then driving ideation,
experimentation, and continuous improvement,is accelerated as a synchronized ‘IT andbusiness’ set of activities within the small,autonomous teams mentioned earlier.
One of the leading methods of technicalenablement is currently the deployment of,integration across, and training in, low-code/
no-code practices and platforms.
The rise of these - of fering a more visual,
intuitive, and accessible approach todevelopment (compared to pro-code) - isenabling organizations to simultaneously
accelerate the release of applications andbridge crucial skills gaps.

From our work with customers, we can see thatenabling this has huge benefits for the paceand UX quality of digital service development.
18

3 | Addressing resource gaps

Gartner research predicts that by 2024, around 65% of
application development will be executed through low-code
platforms, as organizations look to reduce the dependency on
pro-code developers by abstracting application programming
behind graphical tools and of fering a library of ready-maderesources for use by the less specialized.
Not only does this enable faster build times for smaller feature
releases, but it also enables organizations to release valuableengineering resource to the bigger, more complex aspects
of projects, where their skills are really needed. This reduces
burn-out and overstretching of talent in the developer pool,which in turn makes ‘building services faster’ more sustainable
in the long term.
While low-code technologies are powerful tools, anotherexcellent long-term initiative which the most progressive
organizations are driving, is to enable their typically ‘non-technical’
employees to build a range of engineering competencies aspart of their professional development. This recognizes thatin the modern era, every organization increasingly needs tobecome a software development house, and that by building
digital literacy across the business, their core development
community can be assisted to an even greater degree.

Life-saving speed:
How Rock2Recovery accelerated vital
services with low-code
Low-code is far from a new concept but we are really seeing
it scale to new heights in supporting organizations to build
services faster.
Many of our customers are taking advantage of low-code
development platforms such as OutSystems, particularly as its
vast library of pre-built modules can be deployed and tailoredwith very little coding expertise.
Organizations like Rock2Recovery, a military charity who neededa rapid modern application to upgrade its critical and potentiallylife-saving support to veterans, used the platform and ourexpertise to develop a full solution in just days - achieved withvery little outlay and a minimal developer pool.

19

3 | Addressing resource gaps

There are some great examples of these digital proficiency
initiatives, such as BAT’s Digital DNA program, which encourages
upskilling and a ‘digital-first’ mindset across business units. In
such a program, innovation is made accessible to all employees,
enabling them to understand and experiment with cloudbased development tools and emerging technologies in a safe
environment. This way, they can build their capabilities and, as
they gain competence, put them to use alongside the expertiseof experienced developers in the real-world; assisted by safe
guardrails in the form of blueprints, templates and low-code
platforms which restrict the potential for human error.
But going forward, will humans be assisting humans for much
longer? Or will machines provide the extra support when
there are skills and resource gaps? As artificial intelligence(AI) continues to mature, it is likely that we will see a rise in thecreation and adoption of ‘AI-assisted development’ technologies.
These will support pro-code developers to build services
faster, by auto-coding based on predicted requirements andremediating human error in lines of code before it is pushed into
the pipeline or production environment. With the proliferationof hyperscale platform solutions in this space such as AWS Code
Guru and Microsoft Visual Studio IntelliCode, we predict thisconcept will only scale from here.

20

3 | Addressing resource gaps

The power ofco-creation
Trying to amass all of the required technologies
and expertise in-house, without any external
support, is a valid long-term ambition but mostorganizations have a much more immediateskills challenge to address. For this reason, we
recommend a more co-creative approach thatcombines internal capabilities and the expertiseof best-in-class partners, whereby technologyprovider engineers work collaboratively as anextension of the in-house team.
This target, accelerated by the need for thegrowing customer demand to ‘show, not tell’throughout the various stages of service,product, or feature development, is why
continuity and flexibility of people is key.
As well as helping to overcome skills shortages
through combined depth and breadth of skills,
knowledge, and experience, this model enables
the in-house development team to upskill andmature their own capability and knowledgebase through learning and understanding
best-practice from outside of their usual
comfort zone.
Because of this, we encourage all teams
to have engineers with core competencies
across a consistent set of nine areas; but withspecialisms in some and an appetite to learn
across others to become more well-rounded
for the longer-term.
Scroll down to find out what the nine areasof core development comptency are.

21

3 | Addressing resource gaps

Nine areas:
Of core development competency
Applications

Competency in modernizing a range of application types,
including when and how to migrate, modernize, and build new.

Data

Understanding of how to identity and exploit data safely
and ethically through new applications, digital services, andAPI platforms.

Platforms

Practical knowledge of development platforms andunderstanding of their features, benefits, and drawbacks
for various scenarios.

Integration

Expertise to integrate distributed components including platforms,
applications, and databases – from legacy to cloud-native.

Content & Experience

Automation

Experience in using a variety of automation platforms andtoolsets to accelerate delivery, with greater reliability andfewer defects.

Security

Full-stack security and DevSecOps proficiency including
the measures, protocols, and configurations needed toproactively protect data.

Quality Assurance

Aptitude in test, release, and continuous improvement
methodologies to ensure a high-quality experience forall end-users.

Reliability

Ability to build and enhance critical applications without
disruption to live service, as well as deployment, monitoring,and failover.

Skills in UX development and testing, as well as implementing
agile feedback and CI-CD chains for rapid new releases.
22

3 | Addressing resource gaps

Closing thoughts:
Should you tackle skills shortages
through people or tech?
Jason Daniels - Digital, Data & Cloud Leader at Fujitsu
Despite incredible advances in low-code and even no-code
platforms in the last few years, the challenge of skills is notgoing away. The need to have scale in ‘on-demand’ pro-code(especially cloud-native) expertise – crucially with the enterprise
rigor and accreditation needed for relevant platforms andsectors – is only going to increase from here. There are someamazing ‘AI-assist’ technologies I’ve experimented with, andthey really do enable developers to accelerate builds with theconfidence that they aren’t prioritizing pace over precision.
Overall, though, there simply is no substitute for skilled people –and that’s why developing in a partner ecosystem is the only way
for organizations to succeed. At Fujitsu, we know that resource
augmentation can be needed at any point in the lifecycle –which means that flexibility and dynamic right-sizing of supply is
crucial, but that continuity and familiarity of the people suppliedis also important. That’s why we support our customers in fourmodes – supply of individuals, small squads, large project teams
to scale, and engineering consultants to define strategy. This
‘dev on tap’ model is delivering great results for organizations
across the world.
23

Five key actions
for building services
faster now:
Accelerating development is complex and you may belooking for a place to start or some key areas to focus on.
Fujitsu provides a fusion of technology, people, and processexpertise to help you rapidly create adaptable, productcentric services. We engage at any stage of the productlifecycle with proven agile methods to hit your objectives.

1

Ensure that your underpinning technology platforms can run
and scale decomposed application components – and can doso in a code-centric manner that promotes repeatability,
resilience, and minimization of vendor lock-in.

2

Data is your biggest asset and needs to be prioritized.
Ensure your digital development architecture, approachand resources are aligned to a comprehensive andadaptive data strategy.

3

Build multi-disciplined development team structures,
embedded in the business around immediate requirements.
Adopt key principles including ideation and decisions topromote speed - and technology guardrails to ensure theright level of control.

4

Ensure your teams have the correct ecosystem to support
autonomy and easy collaboration for speed – including
streamlined processes, automated governance, and a safe andaccessible environment to build and iterate in development.

5

Make your access to innovation expertise highly available andadaptable – whether this is through technologies that remove
barriers for the less digitally-skilled, building proficiency andspecialism by up-skilling internally, or working with partners
to ensure ‘skills on demand’.
24

The bigger picture:
Creating your adaptive organization
Building services faster is just one crucial component of creating your adaptive
organization of tomorrow. There are four other important areas for continuous transformation
which allow you to build resilience, responsiveness, and relevance for the future:

Protected
foundations

Optimize costand agility

Enhanceeffectiveness

Build services
fasterDrive insight andnew value

For a safe and secure
digitally-enabled businessFor ef ficiency today andflexibility for the future

For intelligent decisions
and rapid action

For delighting customers
and disrupting competitors

For business, consumers,
and societal good25

Accelerate and evolve
holistically with Fujitsu
Every business has the potential to become an agile, adaptable,
and thriving entity. With the support, expertise, and experienceof Fujitsu, you can turn that potential into reality.

Get in touch and get started atwww.fujitsu.com/global/services/ao

FUJITSU
Tel: +44 (0) 123 579 771
Email: ask.fujitsu@uk.fujitsu.com
fujitsu.com/global
Reference: 4081

© Fujitsu 2021, the Fujitsu logo, are trademarks or registered trademarks of Fujitsu Limited in Japan and other countries.
Other company, product and service names may be trademarks or registered trademarks of their respective owners. Technical data
subject to modification and delivery subject to availability. Any liability that the data and illustrations are complete, actual or correct
is excluded. Designations may be trademarks and/or copyrights of the respective manufacturer, the use of which by third parties fortheir own purposes may infringe the rights of such owner. Ask Fujitsu ID: 4081 All rights reserved.