Fujitsu Showcases Smart GTM Plays, AI-ready Talent and Long-term Sustainability Efforts

As part of Climate Week in New York City, Fujitsu hosted eight analysts on Sept. 25 for a roundtable discussion about sustainability, supply chains and Fujitsu’s emerging Uvance consulting service. Among the Fujitsu leaders in attendance were EVP Chief Sustainability and Supply Chain Officer Takashi Yamanishi and EVP Global Solutions Sinead Kaiya. The following reflects that roundtable discussion and TBR’s extensive and ongoing analysis of Fujitsu’s IT services and consulting efforts, particularly in North America.

Fujitsu’s Uvance gains traction in AI-enabled sustainability

As Fujitsu’s Uvance offering evolves and gains market share and presence, the company’s ability to deliver on AI-enabled sustainability solutions could accelerate overall growth, especially in North America. Use cases highlighting both measurable return on investment in AI and significant cost savings demonstrate that Fujitsu’s relatively smaller scale in North America, as compared to peers such as Accenture or Deloitte, has not prevented the company from delivering value to clients.

TBR believes the critical next steps to growth, perhaps at a faster pace over the next five years, are developing repeatable, IP-driven solutions, learning to compete with fewer employees and more AI agents, and leveraging a scrappy mentality. Finding the right messaging around Uvance, embedding sustainability across all engagements, and increasingly leveraging internal supply chain and cybersecurity expertise to support client-facing opportunities will round out Fujitsu’s strategy. It is no small task, but the company has positioned itself well, as TBR has noted repeatedly over the last few years.

‘From philosophy and targets to execution,’ according to Yamanishi

Folding supply chain and sustainability leadership into one C-Suite role is a slight differentiator for Fujitsu. According to Fujitsu’s EVP Chief Sustainability and Supply Chain Officer, Takashi Yamanishi, the company is combining its focus on suppliers and third-party management with its sustainability offerings and capabilities to expand Fujitsu’s business opportunities. By merging supply chain experience with sustainability imperatives, Fujitsu is creating a compelling business case while simultaneously moving toward its own environmental targets, including in Scope 3 emissions.

Notably, Yamanishi described the close cooperation between Fujitsu’s supply chain and sustainability professionals and the company’s cybersecurity practice, including collaboration around supplier assessments. In addition to greenhouse gas emissions and other Scope 3 metrics, Fujitsu utilizes its own cybersecurity assessment and criteria to strengthen its suppliers’ cybersecurity, enhancing the overall resilience of the supply chain. In TBR’s view, using sustainability and cybersecurity metrics to assess supply chain risks is likely driving more responsiveness and transparency from suppliers around risk mitigation.

Kaiya calls for mindset to ‘Be scrappy’

Fujitsu’s Uvance story continues to evolve, and the roundtable discussion on sustainability reinforced the company’s overall approach of leading with technology-infused business solutions and business value, with a foundation in sustainability. Fujitsu’s EVP Global Solutions Sinead Kaiya highlighted a few aspects of Uvance’s evolution and approach around sustainability.

Fujitsu intends for Uvance to account for upward of 30% of the company’s services revenues by 2030, while traditional IT services will account for 60% and modernization the remaining 10%. Uvance’s growth in recent years makes that target likely achievable.
Fujitsu’s own intellectual property should be built into all of the company’s engagements. Both Kaiya and Yamanishi distinguished between solutions that exist within Fujitsu’s capabilities and can be deployed as part of an engagement and repeatable solutions (or products) that sit within Uvance and can scale across multiple clients.
In North America, as previously discussed with TBR, Fujitsu will focus on a few core industries, notably framed less as traditionally understood verticals and more as shared business challenges, which Fujitsu has positioned itself to help clients tackle. In TBR’s view, this approach reflects the reality that nearly every enterprise operates under business models dominant in multiple industries.

During the slow rollout of Uvance TBR has noted increasingly well-refined explanations of what Uvance does, which kinds of clients Fujitsu is pursuing, and how Uvance can separate itself in a crowded consulting and technology field. Kaiya made two standout points that further cemented TBR’s understanding. First, Uvance will not “just solve the [client’s] problem,” but Fujitsu will be “exceptionally careful in what we can be and what we should be, for profit reasons, repeatable.” Second, in North America Uvance will “be scrappy” and pursue opportunities overlooked or underserved by larger consultancies and IT services companies. In TBR’s view, this strategy of being deliberate with repeatable solutions and taking a self-aware, aggressive approach to the market aligns with Fujitsu’s strengths, current place in the market and opportunities for growth.

Successful deployments depend on reliable technologies and measurable outcomes

Roundtable participants were also provided Uvance and sustainability use cases and demonstrations, notably:

In a supply chain optimization use case in which the client realized a 50% savings in operational costs, Fujitsu leaders said they had not used an outcomes-based pricing model but would consider such an approach if and when they are able to repeat that approach and solution at a similar client. Time and materials, Kaiya noted, would not be an optimal long-term pricing model.
In a Canadian client’s use case, Fujitsu leaders noted a three-month return on investment from a generative AI (GenAI)-enabled solution, making this one of the more successful, understandable and relatable GenAI deployments in recent TBR memory. Based on the client’s use of Fujitsu’s GenAI solution to reduce time spent responding to compliance and regulatory requests, TBR believes Fujitsu will continue investing in industry-specific large language models (echoing previous industry clouds trend).
Multiple use cases highlighted included a blockchain component, leading TBR to question whether Fujitsu had a dedicated blockchain practice similar to what existed at consultancies and IT services companies in the 2010s and early 2020s. Kaiya and Yamanishi noted that blockchain serves as an enabling technology and is part of the overall solution Fujitsu brings to clients (when needed), but it is not a stand-alone offering. Fujitsu professionals also noted that clients specifically ask for greater transparency and quality control, characteristics inherent in blockchain.

Overall, Fujitsu’s use cases and demo made for a compelling case for both Uvance and the company’s underlying sustainability approach. TBR will be watching through 2026 to see whether Fujitsu’s use cases increasingly include outcomes-based pricing, how frequently Fujitsu discusses repeatable solutions, and which other technologies shift from emerging and noteworthy to enabled. TBR will also monitor how Fujitsu adapts its alliance strategy to align more effectively with the needs and strengths of its technology partners. In particular, TBR will seek examples of Fujitsu coordinating multiparty alliances to support the operations of Japanese enterprises based in the Americas.

Sustainability now and forever

The New York City roundtable reinforced for TBR a few truths about Fujitsu now and going forward. First, the company is scrappy, having developed go-to-market and North America strategies that play to its strengths. Second, rapid changes across IT services and consulting are unlikely to catch Fujitsu off guard and unprepared. Fujitsu leaders understand the shifting talent landscape, where IT services and consulting buyers in 2026 and beyond will expect AI in everything and AI-induced savings as part of their engagements. And lastly, circling back to the core reason for the event, Fujitsu knows sustainability may be a lower priority in the U.S. at present, but it will become a top priority again, and Fujitsu has been preparing its offerings, capabilities and clients for that pendulum swing.