CLICK TO WATCH : ‘ CAPGEMINI INVENT ’ 15 articulate the various skills we have in the group , and give them a single objective , which is , let ’ s invent what ’ s next , or define what ’ s next for our clients .”
Now Garcia ’ s goal is to concentrate on a third dimension of what comes next . He believes that in aiming to strike a balance between strategy and service the client will tell you what is important . “ Today we are credible in what we deliver . Over the last five years , particularly in the UK , we ’ ve done great things around IT implementation and transformation . The problem is that our consulting strengths and asset was not so well – connected with our stronger mission of making and scaling . And that ’ s what we are currently setting .”
So how does a longstanding client relationship with the likes of Airbus work and how might it change as Capgemini redefines its strategy ? “ There are two situations ,” explains Garcia . “ In phase one a client might need to have a prototype , or a Minimum Viable Product ( MVP ), so that ’ s our first challenge . How can we be more credible , more than the business case and the business plan and bring elements of feasibility to phase one ?
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