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15 days ago

Sales Engineer

Fujitsu Atlanta, GA

About Fujitsu Network Communications Inc. Fujitsu Network Communications, Inc. is a trusted partner to a broad spectrum of customers across all…

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  • 4 people found this helpful  

    Fujitsu Consulting is unable to stop the bleeding.

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    Former Employee - Associate Practice Director in Atlanta, GA
    Former Employee - Associate Practice Director in Atlanta, GA

    I worked at Fujitsu


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    Managers in this organization have historically prompted subordinates to cater to the needs of a supervisor’s career in deference to their own ambition. The management team is filled with people who lack effectiveness in managing and leading the consultancy to achieve greatness. Promotions are doled out to people unqualified for positions but have proven themselves to aid in career development of their superiors. Loyalty is a one way street.

    Fujitsu talks about Macroscope as a standard methodology but the consultancy has no idea how to implement or manage the process. Macroscope is not pervasive in the corporate approach. It is used as a carrot to entice clients to purchase services.

    There is no vision at the senior levels and is born out by the number of times strategy and focus has shifted in two years. At this date, the management is once again creating vision and mission statements that should have been set two years ago when the acquisitions began.

    Fujitsu has not been able to garner support from the sales team as witnessed by the loss of market share during the past two years. Practice managers and consultants are expected to seek out and sell engagements to clients. If the bill rate for any service drops below $100/hour then the business is rejected. Fujitsu's interest is in driving bill rates up and not in providing excellence in delivery. The culture covets the sale and not the delivery of excellence.

    Executive management is disinterested in leaving their offices to see for themselves what is happening in the field. They rely on the reports of managers who only wish to save their own skin by blaming poor revenue growth on their subordinates. It is interesting that this is accepted by the executive branch. When will they realize that all the transformational leaders have been eliminated by functionaries who only want to climb the corporate ladder?

    Advice to ManagementAdvice

    Open your eyes to what is happening below you. Question why a person with one year of consulting experience and no direct training has been named operations director. Question why some very capable people have been "laid off". The answers are clear and simple. It is time for senior management to clean the middle management house of people more adept in politics than in leading people to achieve personal greatness. It is through the success of the consultancy that Fujitus will attain corporate health. If the consutants are not successful then the company is not. Loyalty and sevice is a two way street. Practice management needs to serve their consultants and clients better. Practice managers need to answer their phones... no matter who is on the other end. The idea that if the caller is a consultant then she/he is not important is eronneous.

    In short, stop trusting people who have managed to shrink a cash cow. There is too much selfish motivation and not enough team motivation. This is as much advice as I am willing to give for free.

    Doesn't Recommend

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