It is now almost axiomatic that the essence of corporate success lies in a felicitous combination of constancy of purpose and well coordinated operations. However, for global companies functioning in highly strategic environments, such as telecomputers, the artistry and power involved in prosecuting this simple dictum should be of a much higher-than-average order. To gain insights into this question, we undertook an exploratory study of a key protagonist in the world telecomputer industry using a case history approach based on available information. The paper describes Fujitsu's development into a global leader in telecomputers over the last 55 years. It concludes by highlighting some interesting managerial lessons including the importance of (a) the firm's focal faculties (b) industrial management reforms (c) the management of multicultural research centres (d) the coordination of strategic moves with key industry competitors and (e) the development of a nation's global network of strategic entities in the post-industrial management era.