On Jan. 22, 2026, Fujitsu Americas hosted more than a dozen industry analysts in Toronto for a day of briefings on the company’s progress, specifically in the Americas. Speakers included Asif Poonja, EVP, corporate executive officer & CEO, Americas Region; John Slaytor, VP, head of Strategy & Uvance; Durga Kota, CTO, head of Data x AI, Fujitsu North Americas; Nicholas Lee, executive director & head of Fujitsu Intelligence; Sudhir Nair, CEO & co-head, managing partner, Uvance Wayfinders Americas; and Fleur Copping, VP, Strategic Alliances Unit, Regions. The following day, TBR recorded an episode of TBR Talks with Poonja in Fujitsu’s Toronto office, which went live Feb. 6 on all streaming platforms. This special report highlights the information shared during analyst day, the TBR Talks conversation with Poonja, and TBR’s ongoing analysis of Fujitsu, both in the Americas and globally.

Fujitsu’s technology strategy

Artificial intelligence was emphasized during Kota’s discussion of the company’s technology strategy. He noted that Fujitsu’s top priority remains developing new intellectual property, with an emphasis on cocreating with clients. Fujitsu’s technology development teams also help accelerate the company’s overall portfolio transformation.
 
While this is inherently more of an internal strategy and less client-driven, Kota stressed that clients will eventually benefit from Fujitsu’s innovation, based on the company’s impressive track record to date. Kota noted that the company intends to be an intelligence integrator, bringing together all the technology in alignment with client needs.
 

In TBR’s view, the overall technology strategy — innovate with clients, invest in R&D and advancing technology, and bring it all together in a consistent manner — is not groundbreaking, but it fits well with Fujitsu’s culture, history and market position. Fujitsu has been a reliable innovator and has robust experience translating lab work into technology used by clients. In a market swamped with AI and tech hype, a sensible, practical tech strategy stands out for being reasonable, straightforward and executable.
 
Kota also commented on the well-known reality that clients have lots of data but do not know how to use it (noted in every edition of TBR’s Digital Transformation: Voice of the Customer Report since 2019). Fujitsu tackles the problems in part by examining different client personas:

• Chief operating officers want to take advantage of data, so Fujitsu brings operational efficiency and optimization.
• CTOs spend lots of money on technology but need to modernize, maintain and manage. Conveniently, CTOs can outsource all of that to Fujitsu.
  CFOs want to use AI to make changes to the business through scenarios, ontology-based decisions and automation, all of which are increasingly in Fujitsu’s wheelhouse, especially with the evolution of Uvance and Wayfinders.

In Kota’s and other Fujitsu leaders’ telling, the company’s differentiation comes from explainability (around AI), multiagent orchestration and governance. Fujitsu’s approach is to solve the biggest business problem that can feasibly be solved and then use the savings from that to fund work on smaller problems. By deploying at the client site, deepening relationships and moving faster, Fujitsu can sell clients on the target 5x savings, equivalent to 5x the price of Fujitsu services and solutions.
 
In TBR’s view, Fujitsu’s approach, with an emphasis on understanding personas and targeting savings, may not be markedly different from peers’, but the company remains focused on clients and outcomes, rather than internal metrics of IT services greatness. In TBR’s research, clients care about what you can do for them, not how you are different from peers. Fujitsu has the right focus and now needs to execute.

Uvance and Wayfinders

Fujitsu continues to develop its stories around Uvance and Wayfinders, including more tightly focused messaging that shows both differentiation from peers and a clear value proposition for Fujitsu’s clients and technology partners. Given the inherent challenges in repositioning Fujitsu in the market, TBR believes the company’s emphasis on developing the Uvance and Wayfinder stories is critical during 2026.
 
Slaytor discussed Fujitsu’s Uvance strategy, and Nair explained how Wayfinders will fit into Fujitsu’s shifting market position, noting that Wayfinders remains a global organization that works locally but is managed globally. Nair said Wayfinders brings global reach and an “end-to-end” understanding of Fujitsu’s solutions and services. Many of the Wayfinder professionals have been recruited directly from IT leadership roles within enterprises, bringing deep industry experience, or from leading consultancies.
 
Wayfinders serve as the “linchpin,” according to Nair, and benefit from the “tremendous technology, IP, capabilities, solutions and credentials” of Fujitsu as a whole. While leaning into an engineering mindset that remains foundational to Fujitsu, Wayfinder consultants can “broaden the conversation” to help clients “get to transformation.”
 
In TBR’s view, focusing on manufacturing clients, hiring directly from industry, and positioning Wayfinders as part of, but uniquely separated from, Fujitsu all makes sense … for now.
 
Building a consultancy requires continually solving two challenges: people and permission. Technology-centric IT services companies that have sought to build management consultancies in-house have typically struggled with a few of the following challenges, all of which tie back to people and permission: 1) scale; 2) brand, both internally and externally; 3) talent acquisition and retention; 4) over-indexing on lessons learned from a small sample of early engagements; and 5) culture, which changes slowly, if at all.

Can Fujitsu succeed in 2026?

In terms of success in 2026, a few factors weigh heavily in Fujitsu’s favor, including leadership commitment, a tightly proscribed value proposition, and excellent technology chops at a time when every consulting engagement is a technology engagement.
 
Perhaps the biggest challenge will be Fujitsu’s ability to convince clients and technology partners that the company’s consulting capabilities are on par with competitors’ and of the quality that everyone has come to expect from Fujitsu. The Wayfinders do not need to convince “the market” that they are bringing value; they just need to convince the right selection of Fujitsu’s clients — and Fujitsu’s leadership. 2026 should be a banner year for Uvance and Wayfinders.

Alliances

Fujitsu has become something of a TBR favorite when discussing technology alliances strategies. The company’s relationship with ServiceNow is a case study in aligning sales teams, and Fujitsu has consistently demonstrated leadership commitment to alliances across the ecosystem.
 
In Toronto, Copping continued to build on an impressive alliances story by detailing Fujitsu’s relationships with the top six strategic partners — Microsoft, Amazon Web Services (AWS), Oracle, SAP, ServiceNow and Salesforce — as well as developing alliances, such as Fujitsu’s investment in partnering more closely with Dynatrace. Copping explained precisely what Fujitsu looks for with its technology partners (echoing sentiments shared with TBR in early 2025): invest both financial resources and technology skills; help Fujitsu de-risk delivery of a partner’s technology; and provide access to innovation and the newest technology developments.
 
Illustrating execution of Fujitsu’s alliances strategy, Copping described two Oracle engagements, which both started as a client faced a messy, complex IT environment, saddled with technology that had outlived its usefulness, as well as a telecom engagement that showed how technology can propel and paralyze decision making. The three examples underscored a sentiment TBR has heard repeatedly since mid-2025: “I’m not sure every customer is ready for [the AI solutions] the tech companies are pushing.”
 
In wrapping up the alliance discussion and cementing Fujitsu’s place as a leading player in ecosystem management, Copping noted that Fujitsu’s 1,400 cybersecurity professionals were being cross-trained on ServiceNow and Fujitsu’s ServiceNow-related capabilities. Rather than train ServiceNow experts on cyber, Fujitsu’s focus has been to broaden ServiceNow skills — most critically, understanding — across an existing and profitable practice. TBR is frequently asked, “What separates the best ecosystem players from their peers?” This ServiceNow approach will now be part of the answer.

What’s next?

TBR will incorporate the numbers, data, details, strategies and case studies Fujitsu shared during its Toronto presentations into ongoing analysis, including a deeper examination of Uvance, the Wayfinders and Fujitsu’s AI differentiation.
 
One element that struck TBR was the intentional and stark difference between the company’s U.S. and Canada practices. This was evident during the event and made clearer by physically being in the Toronto office, and is also an aspect of Fujitsu’s overall North Americas strategy. Although Fujitsu is one company unquestionably working together and supported as a single region by the company’s global parent in Japan, the U.S. business is Manufacturing and the Canada business is Public Sector, not exclusively, but Fujitsu has — wisely, in TBR’s view — played to its strengths in Canada and Japan and avoided the temptation to make managing easier by harmonizing target client sets, go-to-market motions and marketing. Even as the Uvance and Wayfinder efforts catalyze change across the overall company, TBR anticipates the well-led and distinctly focused Canada and U.S. practices will continue to differentiate Fujitsu in the Americas.