2026: Hiroshi Kubota

FY2026-2028 SYSCOM Growth Agenda: Building Sustainable Value Through Consistent Delivery

Technology only creates value when it holds up under real conditions. A plan that cannot be implemented, operated, secured, and supported day to day is paperwork.
That is the lens I’m using as we look at FY2026–2028 at SYSCOM GLOBAL SOLUTIONS We need to change. This is not a message for one function or one team. Sales, engineering, marketing, back office, leadership, and delivery all have a role in what comes next. The market has moved, client expectations have moved with it, and the way we work has to move too.

SYSCOM built its early business on hardware and infrastructure services, a foundation that still matters. At the same time, clients are asking for modernization that improves how the business runs, and they expect delivery that stays dependable after go-live. They want a partner that will do more than update their systems—a partner that will make sure that update holds over time.

In the last few years, we began building toward an infrastructure plus business applications company. The next three years are where we turn that direction into daily practice. AI is part of that shift. The use of AI is changing what clients ask for and how quickly they expect progress. It also changes the risk profile. Microsoft Copilot and broader AI adoption require security controls, governance, and clear operating rules. Clients need confidence as they move, and they expect partners to help them build that confidence while work continues.

A connected model for the next era of enterprise IT

Enterprise IT has changed in two ways. Decisions sit closer to business priorities than they used to. Work also spans more regions, more stakeholders, and more constraints than it used to. When transformation work and operations work are treated as separate tracks, the result is often handoffs, gaps, and avoidable risk between what gets planned and what gets delivered.

Our direction closes those gaps by bringing the work together.

Business applications work, including ERP and related platforms, helps define outcomes, align stakeholders, and translate goals into executable work. Infrastructure delivery and operations work makes those outcomes durable in the real world, with the stability, security controls, and operational discipline clients need after go-live.
This is where Think Local, Act Global becomes practical. Local context affects requirements, timing, approval paths, and what “success” looks like. Global consistency affects governance, delivery standards, and how quickly an organization can scale a change across regions. We need both. We need a model that respects local reality while delivering with global discipline.

Doubling down on capabilities

A connected model only works if the organization can deliver it consistently over time. FY2026–2028 is a period where we will continue to strengthen the capabilities that make that possible. This work spans delivery discipline, Microsoft modernization, and talent development.

Delivery across regions

As we look ahead, we are becoming more intentional about how we decide where to invest and how we deliver. Rather than approaching every engagement in the same way, we aim to better understand where SYSCOM can create the most value and how we can execute in a more stable and sustainable manner.

Over time, we want clients to experience clearer expectations and a more consistent delivery experience. We are also working toward stronger continuity across the full lifecycle—from early planning, through implementation, and into long‑term support—so engagements feel connected rather than fragmented.

Infrastructure services continue to play an important role in this model. Reliability, security, and operational discipline remain the foundation that allows modernization efforts to move forward with confidence. As we progress, our goal is to maintain that foundation while improving how our standards, governance, and delivery approach travel across regions.

Repeatability does not mean doing the same thing everywhere. It means developing shared principles, standards, and delivery discipline that respect local context while remaining effective across regions.

Microsoft modernization and what it means in practice

A major part of our work over the next three years sits inside the Microsoft ecosystem. Many enterprise clients are turning legacy IT into secure, cloud-based, AI-ready platforms using Microsoft technologies. That modernization is rarely one project, but a set of connected moves.

One move is cloud adoption. Microsoft Azure makes it possible to move servers and systems from on-premises environments into the cloud, with better flexibility and a clearer path to standard security controls and scalability.

Another move is the modern workplace. Microsoft 365 supports secure collaboration through tools many teams already use every day, including Teams, Outlook, and SharePoint. A modern workplace program is a fundamental change in how work happens, how information is handled, and how access is governed.

A third move is application modernization. Legacy applications often carry risk and cost because they are hard to maintain and hard to change. Microsoft Azure, Dynamics 365 and Power Platform provide paths to rebuild, extend, or streamline those systems so they fit current business needs and can evolve faster.

A fourth move is data and AI. Power BI and AI tools help organizations use data in real time and make decisions faster. This is also where Microsoft Copilot becomes relevant. Copilot can accelerate how work gets done, but it increases the need for governance and security controls. If the data is not managed, if access rules are unclear, or if security is treated as an afterthought, AI adoption becomes a source of risk instead of progress.

Our role is to help clients modernize in a way that holds up. That includes building governance and security controls alongside the transformation work, so clients can move faster without guessing.

Reskilling and continuity

None of this works without people who can deliver it.

A core part of our plan is reskilling and talent development. We are investing in our teams and keeping continuity. Continuity reduces handoffs, protects institutional knowledge, and improves execution. Clients feel the difference when teams stay intact and standards stay consistent.

This is also where the organization-wide change matters. Connected delivery requires sales teams who can sell the full lifecycle, delivery teams who can execute with discipline, engineering teams who can operate across platforms, marketing teams who can communicate clearly, and back office teams who can support the operating model. FY2026–2028 is the window to build those habits across the company.

What the next three years look like

FY2026–2028 is phased. The goal is steady progress that turns into repeatable execution.

In 2026, the emphasis is on focus and foundation. Clearer priorities, consistent delivery standards, and the investments that support connected execution.

In 2027, the emphasis shifts to scaling. We expand our ability to deliver the same experience across regions, with governance and repeatability that global organizations require.

By 2028, the goal is a delivery model that runs as a normal part of the business. One that supports modernization and keeps operations dependable.

This is the change I want the organization to take seriously. Clients are moving quickly, and AI technology is accelerating them. The companies that succeed will modernize without breaking trust, without compromising security, and without losing control of how their environments operate.

Our job is to be the partner that makes that possible. Over the next three years, we will earn that role through delivery discipline, Microsoft modernization capability, and a company-wide commitment to doing the work differently.

FY2026–2028 is phased. The goal is steady progress that turns into repeatable execution.

In 2026, the emphasis is on focus and foundation. Clearer priorities, consistent delivery standards, and the investments that support connected execution.

In 2027, the emphasis shifts to scaling. We expand our ability to deliver the same experience across regions, with governance and repeatability that global organizations require.

By 2028, the goal is a delivery model that runs as a normal part of the business. One that supports modernization and keeps operations dependable.

This is the change I want the organization to take seriously. Clients are moving quickly, and AI technology is accelerating them. The companies that succeed will modernize without breaking trust, without compromising security, and without losing control of how their environments operate.

Our job is to be the partner that makes that possible. Over the next three years, we will earn that role through delivery discipline, Microsoft modernization capability, and a company-wide commitment to doing the work differently.

Executive Message
& Employee Spotlight

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