LEADERSHIP
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“ Basically , we are optimisers and strong in terms of making processes lean while reducing costs . We wanted to focus these skills on a new market where it ’ s all about innovation and speed and developing the rationale of defining new business and operating models ”
— Cyril Garcia , CEO , Capgemini Invent
innovation became very serious when we made the acquisition of Fahrenheit 212 and discovered there was a true market for people who want to invent new products and new services . Basically , we are optimisers and strong in terms of making processes lean while reducing costs . We wanted to focus these skills on a new market where it ’ s all about innovation and speed and developing the rationale of defining new business and operating models .”
Garcia remembers that with several of its competitors adding technology on top of their consulting base , Capgemini needed to develop its own ecosystem to offer a strategic environment for its customers : “ We had this fantastic asset , not far off 1 billion Euro , so it was important to make a clear pledge to this new segment of business transformation and help companies with their innovation and business reinvention with Capgemini Invent .”
The Capgemini Invent business line already has a 6,000 + strong team in 30 different offices and 10 creative studios across the globe . How difficult has it been to restructure internally to make this happen ? “ We recently celebrated 50 years as a business ( with its beginnings in Grenoble ) at an event in Geneva where our CEO Paul Hermelin outlined the importance of Capgemini becoming a leader for leaders ,” reveals Garcia . “ To do that we need to have a consistent global portfolio , instead of villages and tribes of portfolio everywhere in the world , and we need to be more credible . And so , there were decisions that had to be made . The word restructuring is a little strong because it ’ s more about a new way to
NOVEMBER 2018