Fujitsu? Who? I recently attended Fujitsu’s global analyst conference in Boston, which gave me an opportunity to check in with the best kept secret in the North American market. Even Fujitsu execs admit that many people in this largest of IT markets think that Fujitsu has something to do with film, and few of us have ever seen a Fujitsu system installed in the US unless it was a POS system.
So what is the management of this global $50 Billion information and communications technology company, with a competitive portfolio of client, server and storage products and a global service and integration capability, going to do about its lack of presence in the world’s largest IT market? In a word, invest. Fujitsu’s management, judging from their history and what they have disclosed of their plans, intends to invest in the US over the next three to four years to consolidate their estimated $3 Billion in N. American business into a more manageable (simpler) set of operating companies, and to double down on hiring and selling into the N. American market. The fact that they have given themselves multiple years to do so is very indicative of what I have always thought of as Fujitsu’s greatest strength and one of their major weaknesses – they operate on Japanese time, so to speak. For an American company to undertake to build a presence over multiple years with seeming disregard for quarterly earnings would be almost unheard of, so Fujitsu’s management gets major kudos for that. On the other hand, years of observing them from a distance also leads me to believe that their approach to solving problems inherently lacks the sense of urgency of some of their competitors.
I have received a number of inquiries on the future of SPARC and Solaris. Sun’s installed base was already getting somewhat nervous as Sun continued to self-destruct with a series of bad calls by management, marginal financial performance, and the cancellation of its much-touted “Rock” CPU architecture. Coming on top of this long series of negative events, the acquisition by Oracle had much the same effect as throwing a cat into the middle of the Westminster dog show, and Oracle’s public responses were vague enough that they apparently increased rather than decreased customer angst (to be fair, Oracle does not agree with this assessment of customer reaction, and has provided a public list of customers who endorsed the acquisition at http://www.oracle.com/us/sun/030019.htm).
Fast forward to last week at Oracle’s first analyst meeting focused on integrated systems. While much of the content was focused on integrating the software stack and discussions of the new organization, there were some significant nuggets for existing and prospective Solaris and SPARC customers: