Goal

How to make better decisions and take actions faster

Facts

Gone are the days when the continuous improvement of business processes was enough to speed up decision-making and action-taking. Statistical tools and predictive simulations then helped anticipate the needs of clients and prospects. Today the ubiquity of mobile devices has made “immediacy” the new normal.

New challenge

Being able to anticipate the full range of possible outcomes with greater agility.

Solution

The Cloud is now the new go-to agility lever for businesses. It has many advantages, including a wide selection of software continuously available from anywhere; and pay-per-use flexibility.

In this market, Capgemini is positioned as an orchestrator by aggregating and integrating services for its clients. In 2014, the Group further strengthened its value added offering with pre-packaged solutions with its VMware technology partner. This enabled customers to choose the most appropriate services and suppliers for their needs, while the Group manages for them the multitude of providers involved in their cloud solution. This enables companies to concentrate on the essential business of value creation.

Two examples in 2014:

• For Lloyd's Register (a UK marine insurer): renewal of the services and enterprise applications platform using a cloud solution. Key challenge: improve the relationship while reducing costs.
• For PostNL, the Dutch postal company: support for the migration of more than 30 applications in the Microsoft public cloud (called Azure) and management of the cloud platform for the company. Benefits: costs were reduced by more than 20% and more flexible management of differences in mail volumes.

Another source of agility: new work methods to make its information systems more reactive. For instance, DevOps, used by Capgemini, brings together the design, development and operating teams. Aim: accelerate development and updates.

Goal

How to conduct a digital transformation as securely as possible

Facts

In just one year, the number of reported cyberattacks increased by 120% world¬wide. This figure probably underestimates the real problem, with many cases going unreported. The attacks are also becoming much more dangerous.

New challenge

Protect information systems by taking advantage of increasingly sophisticated security technology.

Solution

In early 2015, Capgemini launched Cybersecurity, a new global offering. It incorporates a new solution called “Anomalous Behavior Detection” that enables the Group's clients to shift from passive defense to proactive systems. Developed by Capgemini and its partner Pivotal, it can detect abnormal traffic compared to average volumes that usually move through enterprise information systems. This is the most sophisticated response to the most sophisticated IT threats.

2 questions to Franck Greverie, Director of Capgemini global Cybersecurity service line

• What are the advantages of the Capgemini’s cybersecurity solution?
  Our ambition is to position ourselves as the world leader in cybersecurity services with three advantages: use of the latest technology, a high level of quality delivered using industrialized solutions, and finally, the world-wide adoption of security standards to ensure that the cybersecurity of our customers is the same everywhere.
  
  Of our 2,500 cybersecurity experts, some have developed skills as “defenders” and others as attackers and intrusion testing specialists to gain a full view of the risks and how to manage them. Furthermore, 80% of attacks around the world are made through applications. That is why the first bundled offer we are launching worldwide is dedicated to application security testing.
• What advice do you have for company leaders when it comes to assessing their company’s security?
  First ask if your company has tested the security of its applications and its information system. Then, whether it has a cybersecurity surveillance system to detect and respond to attacks, which is currently the case for fewer than 5% of companies. Finally, make sure your company carefully manages information system network administrators, as they play a critical role in security.

Find out more about Cybersecurity

Goal

How to anticipate consumer expectations

Facts

The widespread use of mobile devices is generating a deep and lasting change in consumer behavior. They expect immediate answers and also demand increasingly personalized services.

New challenge

Making the most of big data without being overtaken by new entrants with disruptive business models.

Solution

In one year, Capgemini has significantly enhanced its capacity to make big data a source of growth for its customers. The Insights & Data package, for example, offers a complete methodology to quickly transform data into decision making. The Group also expanded its Business Data Lake solution - developed with Pivotal and Informatica partners - enabling employees to leverage data on an individual basis.
With its Cloudera ally, Capgemini has also designed two new products to facilitate the implementation of its clients’ big data projects. The first - Cybersecurity - offers a complete range of services: consulting, protecting all systems (IT, manufacturing, connected objects) and monitoring device 24/7. The second - Insights & Data – takes an operational approach to the big, fast data.

Check out the findings of the study on Big & Fast Data: The Rise of Insight-Driven Business conducted by Capgemini and EMC² (March 2015).

Find out more about Insights & Data

On the Internet of Things, Capgemini is jointly innovating with its clients so that innovations quickly translate into business benefits. Sogeti High Tech, a 100% subsidiary of Capgemini, is for example developing techniques for the collection and aggregation of data from sensors embedded in equipment. 200 prototypes of connected object solutions have been created in the last two years.

Capgemini helps automotive manufacturers develop new services for drivers

Capgemini is working on pilot projects for smart vehicles with several leading manufacturers, including two major European brands. The aim is to leverage the data transmitted and received by smart cars to design new personalized services (navigation aid or assistance in case of emergency). In early 2015 the Group launched 2015 AutomotiveConnect, a solution that allows the data generated by vehicles and their drivers to be aggregated with external information already derived from big data. Value: enable manufacturers and car dealers to access a much more granular understanding of their customers’ needs.

Goal

How to stay one step ahead.

Facts

Go faster, while doing just as well or better. This age-old quest has taken on a new twist with the digital revolution. Technology has reduced the barriers to entry in many markets. For traditional players, the issue is no longer simply being more productive to reduce costs and increase competitiveness.

New challenge

Build on digital transformation to keep one step ahead and maintain your leadership.

Solution

Capgemini has launched a new Digital Manufacturing offering. The goal is to support our industrial and energy clients on their journey towards digitizing 100% of their production facilities and processes. While ERP tools (managing business processes) and PLM (production line management) are now widely deployed, new digital technologies are capable of delivering new levels of performance in many fields.
For example, only by digitizing the entire development and industrialization chain for a product is it possible to enable all stakeholders from marketing and design to production, purchasing, and subcontractors to work together smoothly and efficiently. The same goes for digitizing simulations and tests.

The floor to Jean-Pierre Petit, Head of Digital Manufacturing at Capgemini

“With our new Digital Manufacturing offering there will be two types of benefits. First, is about optimizing workflow and logistics at all levels. Then, and this has already begun, manufacturing will gradually move from offering a product to offering a range of services. Manufacturers will gradually shift from selling products to selling services. This is an extraordinary source of growth, but it must be controlled. If usage and service take precedence over the product, manufacturers run the risk of disintermediation. They must therefore anticipate and develop their digital ecosystems.”