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Posted by Fred Giron on July 24, 2012
During a recent global analyst event in Paris, Capgemini presented its strategy to a panel of market and financial analysts. It hinges on two main objectives: improving the resilience of the organization in an uncertain economic environment — especially in Europe — and finding new levers for margin improvements.
From an operations point of view, Capgemini intends to continue leveraging the usual suspects: industrialization, cost cutting, and accelerating the development of its offshore talent pool. It also aiming to optimize its human resource pool via a pyramid management program aimed at, among other things, allocating the right experience level to the right type of work.
More interestingly, the company showcased some of the global offerings it has put together or refined over the past 12 months. Capgemini’s strategic intent is to develop offerings addressing three major client-relevant themes – customer experience, operational processes, and new business models. The offerings will be enabled by a combination of cloud, mobile, analytics, and social technologies. Among the set of offerings managed globally, I found the following of particular interest due to their emerging nature and Capgemini’s interesting approach to developing them:
Capgemini’s strategy for targeting distinct offerings makes sense, as it is relevant to clients’ current business and IT requirements. Interestingly, Accenture was the only company identified as a direct competitor to Capgemini during the event. Now that its strategic vision in place, Capgemini can focus on the real challenge: executing within a corporate culture that has not traditionally focused on delivering global offerings. And this still differentiates Capgemini from Accenture. In other words, the real work is just beginning.
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