| dc.description.abstract | Starting in 1935 as a small manufacturer of
telephone equipment, Fujitsu grew
phenomenally to become a world leader in
computers. Its strategy of global reach,
based on leveraging the firm's focal faculties
(in high-speed information processing,
large-scale integration, etc.) through
carefully structured international
operations, served to destabilize established
competitors and benefit customers. In early
1991, Fujitsu's Executive Board had to
decide on its future approach to "competing
in computing" in the face of dramatic
developments in this high-tech industry.
Readers are welcome to send their
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prescriptions and generalizations — to
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