Context:
Fujitsu's Design in Action programme explored human-centred design approaches within enterprise contexts.
My role: UI designer for the programme's microsite.
Deliverable: website UI design.
Worked with the Fujitsu editorial team, our lead developer, and a PM.
The problem:
Enterprise thought-leadership content has a specific challenge: it's dense, it's long-form, and the audience (senior enterprise decision-makers) has limited patience.
The tension: how do you present serious, substantive content in a way that feels designed and readable rather than like a white paper dumped online, while still respecting the intelligence of the audience and the weight of the material?
Key decisions:
Decision 1: Design ahead of the content
What we considered: Wait for draft articles before finalising the site structure, or design a flexible editorial template that could absorb content as it was written.
Why we chose this: The three-week timeline didn't allow for waiting. A typographically-led, flexible structure meant the site could go live and articles could be dropped in as they were finished.
What we accepted: Less certainty the final layout would suit every piece perfectly — some retrofitting was inevitable once real content arrived.
Decision 2: Move fast over getting it fully right
What we considered: Push for more time to develop a richer, more ambitious experience, or accept the deadline and ship something solid within it.
Why we chose this: The programme needed a live home in three weeks. A dependable, well-executed editorial site beat an ambitious one that might not land in time.
What we accepted: A more conservative visual and interaction approach than the content, or Fujitsu's own innovation positioning, probably deserved.
Decision 1: Design ahead of the content
What we considered: Wait for draft articles before finalising the site structure, or design a flexible editorial template that could absorb content as it was written.
Why we chose this: The three-week timeline didn't allow for waiting. A typographically-led, flexible structure meant the site could go live and articles could be dropped in as they were finished.
What we accepted: Less certainty the final layout would suit every piece perfectly — some retrofitting was inevitable once real content arrived.
Decision 2: Move fast over getting it fully right
What we considered: Push for more time to develop a richer, more ambitious experience, or accept the deadline and ship something solid within it.
Why we chose this: The programme needed a live home in three weeks. A dependable, well-executed editorial site beat an ambitious one that might not land in time.
What we accepted: A more conservative visual and interaction approach than the content, or Fujitsu's own innovation positioning, probably deserved.
Solution:
Designed a content-led microsite with a typographic, editorial structure. The site served as the primary content hub for the programme's duration, housing thought-leadership articles and programme information. Promo display ads were featured across Fujitsu sites, including their dedicated thought-leadership publication.
Outcome:
The site remained in use for longer than expected given the timeline it was built under. After roughly a year, the content was absorbed into a broader Fujitsu site.
Reflection:
I wish i'd pushed harder for a more innovative approach. We delivered a clean editorial experience, which could have been much richer, and inline with Fujitsu's own innovation, had we introduced motion and microinteractions to bring the content to life.
Designed a content-led microsite with a typographic, editorial structure. The site served as the primary content hub for the programme's duration, housing thought-leadership articles and programme information. Promo display ads were featured across Fujitsu sites, including their dedicated thought-leadership publication.
Outcome:
The site remained in use for longer than expected given the timeline it was built under. After roughly a year, the content was absorbed into a broader Fujitsu site.
Reflection:
I wish i'd pushed harder for a more innovative approach. We delivered a clean editorial experience, which could have been much richer, and inline with Fujitsu's own innovation, had we introduced motion and microinteractions to bring the content to life.
