Within the early Nineteen Nineties, Fuji Xerox was nonetheless a copier printer firm, with paper taking part in an integral half in its service. However because the world started to bear a dramatic digital transformation, there was little doubt that enterprise wanted to develop. Quick ahead 30 years, and the corporate, now generally known as Fujifilm Enterprise Innovation, has undergone a digital transformation, persevering with to proceed to satisfy the ever-changing calls for of technological innovation.
Koh Ching Hong first joined Fuji Xerox in 1990 as common supervisor for one of many firm’s enterprise items, and have become managing director in 1996. “On the time, we have been shifting into what I now name the ‘information financial system’; utilizing the doc as a automobile for information,” he tells CEO Journal. Workflows modified from printing to digital, work processes, imaging, doc administration and content material administration.” We have been within the early days of doing this. So it was, for me, an enormous cornerstone of my profession within the firm,” he says.
Ching Hong led the group till December 2007, when he left to affix the automotive trade earlier than shifting into the standard assurance trade. However when his former employer proposed him with a proposal for the Fuji Xerox CEO position in 2019, he was excited to return. “It was straightforward sufficient as a result of I’ve all the time had this connection and relationship with this firm that I’ve spent a few years with; some individuals inform me I’ve toner in my blood,” he laughs.
It’s crucial that our individuals stay absolutely engaged in our innovation and transformation journey, and this was particularly vital in the course of the devastating two-year pandemic.
Nonetheless, the timing of Ching Hong’s return in March 2020 proved troublesome, because it coincided with the onset of the COVID-19 pandemic. Regardless of dealing with previous challenges like SARS and the worldwide monetary disaster, he says the pandemic was a complete new ball recreation. “COVID-19 introduced not solely the corporate, however the complete financial system, many societies, communities and international locations all over the world to a standstill,” he displays. The enterprise, like many others, was pressured to change to distant working, which Ching Hong identifies as a significant transition. “There was large studying within the first few months,” he admits.
However due to widespread adoption of the Good Work know-how platform, and its capability to drive digital transformation and innovation from inside, Fuji Xerox managed to make it work. “If COVID-19 had knocked on the world 10 years in the past, many corporations wouldn’t have survived,” he says. “It’s crucial that our individuals stay absolutely engaged in our innovation and transformation journey, and this was particularly vital in the course of the devastating two-year pandemic.
“Internally I feel the most important problem for our leaders was understanding how you can interact with our staff throughout that point, and how you can check-in with the 600 individuals, lots of whom are working from dwelling. ”
It rapidly grew to become clear that the reply was communication; and over-communicating. Month-to-month city corridor conferences, common fireplace chats, group socialization and frequent broadcasts of key messages all finished quickly, with e mail and managing director updates all a part of the plan. Ching Hong recollects, “The vital factor was to interact individuals and purify the sense of peace, a way of calm that the whole lot is underneath management, no matter what the world goes by means of.”
With engineers nonetheless within the discipline, making certain their security was additionally a high precedence, and was achieved by means of coaching and the availability of non-public protecting gear. “So it was lots of change administration, lots of dialogue, however our precedence was all the time to guard individuals,” he insists. “If one particular person will get COVID-19, it impacts the complete operation.”
Clients are present process digital transformations, and we’re serving to them by offering revolutionary companies and options.
Many enterprise continuity plans have been created for various conditions after which modified repeatedly as time went on, which was no small feat. “Amidst all this, I feel the massive factor I observed was the united entrance of the management group and the way united we have been in caring for our staff and managing our assets. We have been united in our communication and we have been very clear. Have been,” displays Ching Hong.
These breakthroughs have been significantly poignant as a result of they have been made inside this new distant work setting, which paid off within the firm’s longstanding perception that staff needs to be within the workplace. “We realized that we have to lead with empathy, by respecting and trusting our staff. In between calls they nonetheless should maintain their households, maintain the children, maintain no matter they’ve, However they’re nonetheless working — and I feel it is helped us all study to evaluate one another, to respect one another. That is what we do.”
a world transition
The pandemic was not the one main endeavor on Ching Hong’s agenda. In April 2021, the worldwide enterprise transitioned from Fuji Xerox to Fujifilm Enterprise Innovation; A rebrand which he describes as “the most important change ever within the historical past of our firm”.
That is one which displays the massive change that’s already nicely underway. “It is a actually revolutionary firm,” he says. “Over the subsequent few years, we need to harness innovation and combine applied sciences that assist our prospects do issues or harness information.”
Though the way forward for the work is unknown, as corporations and staff work at it collectively, Fujifilm Enterprise Innovation is devoted to making sure that the instruments are in place to assist them. “Clients are present process digital transformations, and we’re serving to them by providing them revolutionary companies and options,” he provides.
Whereas it as soon as centered on changing information into print, it’s now shifting to creating digital paperwork, workflows, and processes primarily inside the information space. “The options and companies we offer allow our prospects to entry that information and add worth to their enterprise,” says Ching Hong.
Throughout his time in earlier roles, Ching Hong understood lots of the intrigues of the enterprise world, and to imagine that any good group relies on 5 key constructing blocks. “After I began as CEO in 2020, I began with three as a result of I wished to do the proper factor for my group,” he says.
Whereas he was already satisfied that the corporate’s individuals have been an vital asset, the primary constructing block concerned ensuring it had the proper individuals. The second constructing block was organizing these individuals in the way in which essential to perform successfully as a group, like a soccer membership.
Placing the required processes in place was the third constructing block, and this is applicable to gross sales, service and digital, and included a complete overhaul with appreciable modifications being carried out. It was solely after the mud settled on this part of the overhaul that Ching Hong might crack the fourth and fifth constructing blocks.
Our philosophy is, we usher in the proper individuals, we give them the instruments, we make them develop. We give them an opportunity to develop, and once they develop, they develop the enterprise too.
“The fourth constructing block is what I name PPE — profitability, productiveness, effectivity and effectiveness — each particular person, each buyer web site, each enterprise unit, as a result of we have to measure that now that we’re working remotely,” he says. telling. “Then fifth is schooling and high quality, which is ensuring that everybody within the group is studying new issues; They’re shifting, they’re shifting.
“Our philosophy is, we usher in the proper individuals, we give them the instruments, we make them develop. We give them the chance to develop, and once they develop, they develop the enterprise too.”
Due to this fact strengthening Fujifilm Enterprise Innovation’s place because the “Employer of Alternative” is excessive on Ching Hong’s agenda. “It isn’t nearly growing individuals however about creating the proper organizational tradition. Additionally it is about being very deliberate in our philosophy about variety and inclusion,” he says.
To do that, he believes you will need to put KPIs in place and take measures towards them to make sure that the corporate is engaged on that entrance. “I feel we have to get higher at that,” he admits. “We additionally must embrace and be extra inclusive of people that have bodily challenges, whether or not strolling, mobility, visible or listening to challenges.”
Embracing change has lengthy been a elementary a part of the corporate’s identification, with Ching Hong assured that its future success lies in its capability to repeatedly adapt and innovate, because it did in the course of the pandemic. “Innovation was a significant driver,” he displays. “So we have been revolutionary, we lowered prices and we realized new issues alongside the way in which.”
“Fujifilm Enterprise Innovation Singapore has a longstanding popularity for offering the top quality items and companies on which the trade relies upon. Dudox enormously appreciates the chance to work carefully with this.” – Wong Siu Fei, Director of Operations, Dudox
“PN-I has a detailed, skilled relationship with Fujifilm Singapore. We share a typical imaginative and prescient for excellence and credibility and mutual belief constructed round our shared core values. We stay up for taking our partnership to a complete new stage.” – Sharon Yeo, Managing Director, PN-I Providers
“Yang’s is the logistics associate for Fujifilm Enterprise Innovation Singapore. It has been an entire journey enhancing the corporate’s provide chain productiveness and operational efficiencies with our personalized built-in logistics options.” – Desmond Chan, CEO of Logistics Asia, Yang Kee Logistics