Capgemini University is The Recipient of the Prestigious Brandon Hall Group Excellence Awards

Capgemini University is recipient of the prestigious Brandon Hall Group Excellence Awards. It is being recognized for outstanding learning programs in two categories and for its contribution to developing innovative and business focused learning programs. Capgemini University was congratulated at the Brandon Hall annual Human Capital Management Excellence Conference.

Now in its 21st year, the Brandon Hall Group Awards is a renowned industry platform which recognizes leading companies from across the globe for successfully designing and implementing effective learning and development programs within their organizations.

Capgemini University won a gold medal for Software Engineer of the Future MOOC” in the ‘Best Unique or Innovative Learning and Development Program’ category. It was also awarded a silver medal for its “Engagement Manager Certification” in the ‘Best Learning Program Supporting a Change Transformation Business Strategy’ category.

A Take From The Executives: “We are delighted to be recognized once again in the Brandon Hall Group Awards for our learning programs that drive positive business and organizational outcomes,” said Steven Smith, Corporate Vice President, Capgemini University Director. ”It is a testament to Capgemini University’s ongoing commitment to providing high quality learning programs to its employees globally. The Software Engineer of the Future MOOC and Engagement Manager Certification programs deliver flexible solutions that support both learning and delivery objectives and help accelerate the development of key groups of employees.”

 “The high quality of work and commitment to driving business results among our award winners never fails to amaze me,” said Rachel Cooke, Chief Operating Officer of Brandon Hall Group and head of the awards program.“The winning programs deliver meaningful business results to their organizations. Winning an Excellence Award is a great honor, but the real winners are the organizations themselves and their customers and clients because of the innovation and customer focus they demonstrate.”

About Capgemini University: The awards mark a consecutive win for Capgemini University, which also took home multiple learning awards. First established in 1987, Capgemini University offers innovative learning solutions to all its employees worldwide through its international world-class campus of Les Fontaines, near Paris, France; as well as through virtual and local classroom and a wealth of other e-learning programs.

The Capgemini University plays a key role in developing team skills and capabilities in line with the company’s strategy, priorities and client expectations in creating and delivering learning journeys for sustainable results on individual, community and group level.

It provides learning from both in-house and from external providers through innovative learning programs based on our next generation learning principles and our collaborative approach. Capgemini University was the only Corporate University in the IT industry to be accredited by the European Foundation for Management Development (EFMD) in 2008 and in 2013 the University delivered more than 2.5 million learning hours to 110,425 employees across the Group.

As an educator, it is really important than companies keep their employees up to date the the latest in various subject, as many of the concepts and content provided is not always provided in such a practical manner as what is offered in business schools. This is a very important program, especially in the area of change management, as that is rarely taught at the university level.

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research

Covering Customer-facing Applications That Drive Better Business Results

 

 

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Capgemini Expands Its Digital Growth Strategy With The Acquisition of oinio, a Leading European Salesforce Partner

Capgemini and onio: Capgemini announced the acquisition of oinio, one of Europe’s leading Salesforce partners. This acquisition will expand Capgemini’s Digital Strategy Group growth by augmenting Capgemini’s capabilities in providing digital transformation services around the Salesforce solutions and platform across Europe and Asia. Oinio, based in Munich, has become one of the major European players in the consulting and deployment of Salesforce cloud-based CRM and digital marketing solutions. Oonia has more than 600 projects for a portfolio of international clients in life sciences, manufacturing, financial services, high tech and utilities.

Statements from the Executives on The Acquisition: Maic Stohr, CEO of oinio commented, “As part of Capgemini, a global leader in digital business transformation, we’ll be able to offer Salesforce based agile innovation to enterprise customers at scale, to drive quicker business outcomes. It’s a commitment to our customers, our team and to the digital era.”

Dennis Flüchter, COO and CFO of oinio, said, “Joining Capgemini with its worldwide reach is an opportunity to accelerate our growth in Germany and on a global basis too. We’re proud to become part of the Capgemini family.”

And Jean Lassignardie, Corporate Vice President and Group Head of Salesforce Expert and Transformation Services at Capgemini stated, “The recognized expertise of oinio will allow us to reinforce our position in the European and Asian markets, while strengthening our partnership with Salesforce globally. Together, we will be able to quickly deploy the most innovative solutions to support our customers in their business transformation and growth acceleration.”

What Does This Mean? What I find interesting about this acquisition is the pace at which the foreign markets are understanding the value of digital transformation. This type of acquisition clearly shows that both Capgemini and oinio are seeing the desire and need for consulting services in the digital transformation area. System integrators of yesteryear were known for implementing large, on-premise solutions, taking years to implement, many of which were given up on.

Today, system integrators have had to reinvent themselves as the advent of SaaS / cloud solutions replacing the on-premise projects. But smart systems integrators have become trusted advisors in the role of aiding digital transformation. Because there is so much about a business that has to be transformed, in reality there is a huge market for systems integrators that realize that the transition from the old way of doing business, to truly being digital requires a transformation of people, process, leadership and technology. And there is no shortage of actual work that has to get done to make that all happen.

The future? Look to see which systems integrators are understanding what digital transformation means and who is leading companies to transform their culture, the mindset, their leadership, their workforce, their processes (how work gets done and how customers are interacted with and engaged) and what technologies are chosen to make this a reality in the short term. The longer companies wait to take on this type of endeavor, the more danger they put themselves in becoming extinct, i.e., irrelevant to their customers and unfortunately, for some really great brands, the certainty of going out of business.

@DrNatalie VP and Principal Analyst, Constellation Research

Covering Customer-facing Marketing, Sales and Customer Service Strategies and Technologies and System Integrators

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New Report: Few Companies Have Evolved Into a Digital Organization

The report by Capgemini, “Organizing for Digital: Why Digital Dexterity Matters” — conducted in collaboration with MIT Center for Digital Business — reveals that digital organizations reported outperforming competitors on key performance indicators, such as customer satisfaction and innovation. The ‘digital masters’, just 7% per cent of companies, display “digital dexterity” – the ability to rapidly change organizational design to realize more value from digital technologies – such as forging new partnerships or identifying and deploying internal expertise.

MY POV: This makes sense as most companies are still trying to decide if they should or need to pay attention to digital — like it’s a channel or a app. It’s really a mindset of how a business is run and how decisions are made and whether or not departments understand their individual contribution to the customer experience as it fits into the overall, brand customer experience. Individual departments can no longer remain silos. They must do their part in the context of the whole. Otherwise the customer experience, as some point in the value chain ends up not meeting or exceeding customer expectations. And not meeting customer expectations means customers will no longer be customers. They will patronize competitors who have maximized their digital dexterity because the customer experience will be more optimized to be customer-centric.

Digital Dexterity Self-Assessment: Based on the research results, the report provides a high-level self assessment guide allowing executives to gauge where their organizations are on the digital dexterity continuum. It also reveals that advanced levels of digital dexterity allows organizations to seize opportunities and respond to disruptions much more quickly than their traditional competitors. In today’s volatile and disrupted world, capability leadership is not enough. Organizations also need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs

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Digital Capabilities Drive Business Results: Digital capabilities drive business results in key areas such as improving the customer experience, boosting employee engagement or enhancing internal operations. However, digital dexterity allows organizations to seize opportunities – and respond to disruptions and changes – much more quickly than their traditional competitors. Our research found that organizations that are high on digital dexterity are more responsive, better at finding talent, and able to self-organize at speed. They also enjoy significant advantages in identifying and re-deploying expertise when it is needed and are better at establishing partnerships (see figure below.)

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Every enterprise has the potential to become a digital organization, but it will require leadership, investment and tenacity. Drawing on our research, our experience in working with clients and interviews with industry practitioners, we have identified four dimensions that are critical (see figure below).

  • ƒ Digital-First Mindset: seeking and prioritizing digital solutions first and foremost
  • ƒ Digitized Practices: digitizing operations and encouraging collaborative ways of working and learning
  • Empowered Talent: raising the digital IQ of the organization, developing key skills and increasing engagement
  • Data Access & Collaboration Tools: accessing data and collaboration tools to drive innovation and share intelligence across the organization

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A Digital Mindset: A digital-first mindset is a distinguishing feature of a digital organization. It means that the default position of the organization is to employ a digital solution first. For instance, how does the organization connect with its customers? How does it redesign its core processes using the power of digital technologies? How does the organization think of addressing any new challenge using digital technologies rather than traditional approaches? In the research, 80% of digital organizations said that they take advantage of digital solutions wherever possible, as against only 37% of all firms.

Digitized Practices: Digitized operations, data-driven decision- making and collaborative learning are essential practices for organizations’ adaptability and long-term resilience. In our survey, 80% of digital organizations believed that their core operational processes were automated and digitized. Across all firms this drops to 32%.

Empowered Talent: In the survey, 70% of digital organizations said that their enterprises have well- established, well-distributed digital skills. However, across all firms, this drops to just 14%. Digital organizations put a premium on building widespread digital skills and ensuring engagement for its people within and beyond their organization’s boundaries.
Is your organization stalling, intimating, engaging or self-reinforcing digital capabilities? To find out more, here’s the whole report.

@drnatalie, VP and Principal Analyst, Constellation Research

Covering Customer-Facing, Digitized Organizations

This report comes after two years of research that was conducted in collaboration with MIT’s Center for Digital Business from January 2014 to September 2015. Together, the team conducted in-depth interviews with thirty-one industry leaders representing enterprises from a range of industries to assess the qualities of companies that were able to quickly adapt to the increasing use of digital technologies and data. A survey of 274 industry executives, representing 138 different enterprises across 28 countries was then conducted to validate the relationship of an organization’s key characteristics with abilities that help firms easily adapt to new technologies.

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2015 Cars Online “The Selfie Experience” Study by Capgemni

As the connected customer experience continues to evolve, Cagemini today released the 16th annual global automotive study, The 2015 Cars Online “The Selfie Experience”. Phones have become “the” selfie device, now this study shows consumers want that same personalized experience as a segment of one. Something that can be difficult to pull off in real-life, customers expect seamless communication over all channels, including both physical and digital touch-points. In this study, over 7,500 consumers who were were “in-market”– planning to buy or lease a car in the next 12 months participated. The study spanned the globe, including Brazil, China, France, Germany, India, the United Kingdom (UK), and the United States (US).

So what do consumers want in terms of a personalized customer experience? The study showed:

  • A wider variety of online sources are utilized when choosing a car, with dealer/manufacturer websites (49%), search engines (43%) and traditional dealerships (48%) now supplemented by web forums (19%), social media pages (12%) and smartphone apps (9%)
  • The use of more varied and non-traditional online information sources is particularly driven by the Asian markets (India/China), where 80% are significantly influenced by positive social media comments.
  • The physical dealership still plays a critical role for consumers, with 95% visiting one or more dealerships before purchase as people still want a tactile experience when buying a car.
  • Consumers want instantaneous personalized online services when buying a car and for post-sale experience too, where 95% expect a response to requests within 24 hours; for growth markets, 69% want one in less than four hours.

While consumers desire more personalized on and offline services, 45% have concerns over data privacyThere is a strong correlation between customer satisfaction and loyalty particularly for dealers:

  • Only 10% of customers, not satisfied at all, say they would likely or very likely buy their next car from the same dealer.
  • 87% of highly satisfied customers would purchase the same brand again and
  • 85% would buy from the same dealer.

In addition, customer do want a seamless experience across the lifecycle of buying a car.  the study showed that there is much for OEMs to think about, including:

  • New entrants are a real threat – One-half of customers are interested in buying a car from a tech company like Apple or Google.
  • Customers expect more and more from OEMs and dealers – When they’re talking to a dealer about buying a car, they value technical expertise rather than a pure sales approach.
  • During ownership, customers want more and better contacts – They want more explanations about (for example) technology and how to use it, together with offers that are relevant to them.
  • Satisfaction is not enough – When it comes to repurchase, high levels of satisfaction are needed to create strong feelings of loyalty towards a manufacturer or dealer.

MY POV: The customer experience is something that customers want and have wanted it to be personalized, special, consistent and relevant. That’s always been the case. And we finally have technology that can deliver a more seamless, consistent and personalized experience.

The bigger issue? The internal structure of corporate America. It has developed into silo’d departments not used to collaborating or having each other’s back. But that has got to stop and stop now. Why? As I speak to customers, I see two types of leaders. In one segment of leaders, they are doing the same thing they did 20 years ago. They aren’t disrupting their silo’d organizational org chart, departmental separations or if they are doing something along these lines, it’s mostly lip service.

And then there are the leaders that truly get what has happened to the world. It had been stood on it’s head. It’s changed and changed a great deal. It takes a while sometimes for these things to show up on the bottom-line, it will.

And for those leaders and their companies that “get” what is happening to the customer experience via the digital disruption, they will make it through this major transition in corporate operations. The others? They will wake up one morning and all (or most) of their customers (and revenue) will be gone and they won’t have any idea what happened. But they can look back at this blog post and see that there was a weather bell that rang to give them a warning that one thing is for sure: Things are going to change and change they have.

Which camp is your company in? The ones that get the value of the customer experience or the ones that think it’s all fluff and silly kumbaya?

@drnatalie

VP and Principal Analyst, IOT of Customer Experience, Constellation Research

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