Building the New Connected Enterprise

Building the New Connected Enterprise 
January 31, 2012"

#yamconnect"
"

Samantha Loveland" Michael Fauscette" Tom Barton"
Vice President, Worldwide Group Vice President, Software Head of UK Communications at
Customer Engagement at Yammer" Business Solutions at IDC" Capgemini"

A Knowledge Sharing Culture

Michael Fauscette,
Group Vice President, Software Business Solutions

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“Traditional” Business

• Hierarchical Structure

• Top Down Management

• Knowledge is Power

• Command and Control

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2012: Business has changed!

• Hyper-Connected

• Global

• Hyper-Competitive

• Innovation driven

• Decentralized

• Mobile

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Behavior has Changed

•  Customers & employees
are congregating online

•  Turning to trusted
sources for advice & help

•  Shift of influence &
relevance

•  “BYO” attitudes

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The intersection of major technology shifts…
Mobile Enterprise
The Social Web
Real-Time

Cloud Computing
Big Data

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Social Business

Employees empowered
Transparent
to contribute

Customer engaged in Interdependent
ongoing relationship ecosystem of partners

Service “when, where, how”
Power shared & distributed
the customer chooses

Customer defined
Distributed problem solving
products/services

Leadership coaches not
Anticipated customer needs
controls

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Barriers

§ Built to “control”
§ Communication models 1 way
§ Incenting the wrong behavior

How can you
§ Social activities not integrated expect to talk to
§ Focus is on the individual your customer
when you can't
§ Internal competition talk to each
other?
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Why?
Q: Why do you conduct social media/networking initiatives for
business purposes? (Select all that apply)

Enterprise Social Software
Acquire knowledge/ask questions
Communicate with colleagues
Share knowledge/contribute ideas
Create awareness about company product or service
Listen and monitor conversations/activities
Communicate with customers
Gather feedback on company product or service
Communicate with partners/suppliers
Manage projects
Make decisions
Increase productivity
Generate ideas for products and services from community
Increase role and influence in market
Increase competitive differentiation
Respond to customer/partner service inquiries and questions
Conduct employee training
Generate revenue through direct sales
0% 10% 20% 30% 40% 50% 60%


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N=339; IDC Social Business Survey, May 2011 2-12 11

Social Business: Focus on the Internal

• Find an expert in a timely manner

• Find the right info at the right time

• Knowledge sharing culture – eliminate
silos

• Increase innovation
Knowledge Sharing is Power

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Knowledge Sharing Culture

• More Transparency and Agility

• Higher Productivity and Satisfaction

• Accelerated Innovation

• Increased Efficiency

• Better Visibility

• Less Duplication and More Reuse

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Adoption Challenges
Q: What are the key challenges associated with implementing/using
social software?
Getting people to participate

Finding the time to use another communication/collaboration tool

Justifying the investment to upper management

Measuring the impact of social software on business goals

Having people monitor what I do

It has been subject to security threats/attacks

Allowing comments and feedback to be posted openly

It is not integrated with other internal applications/systems that I use

There is no official company policy to set boundaries and guide behavior

It does not have the functionality that I require

IT tries to block / monitor social software use

None of the Above

0% 10% 20% 30% 40% 50% 60%


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N=339; IDC Social Business Survey, May 2011 2-12 14

Social Business - Adoption
• Executive Sponsorship and Visible Use

• Champions and Power Users

• Change Incentives – Cross-Silo Collaboration & Knowledge Sharing

• Hands-On at Launch

• Specific Use Cases

• Company Wide Important Announcements

• Tie to Existing Systems / Embed

• Feedback and Listen

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Free IDC Social Business Research

Downloads available at: http://www.idc.com/research/
socialbusiness.jsp
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Contact

Michael Fauscette

mfauscette@idc.com

Twitter: @mfauscette

Blog: www.mfauscette.com

Social Business Community:
http://idc-insights-community.com/SocBiz

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Building the New Connected Enterprise –
Capgemini case study
Tom Barton
London UK, 31 January 2012

I work for...

Capgemini Marketing & Communications
Building the New Connected Enterprise, Tom Barton, 31 January 2012
© 2012 Capgemini. All rights reserved. 19

A global presence in 40 countries
(As of June 30, 2011)
Central &
North America UK & Ireland France Benelux Nordic Countries Eastern Europe
8,925 8,688 20,203 10,452 4,279
8,396

Canada

United States All over Europe

United People’s Republic
Morocco Arab Emirates of China
Mexico Taiwan
India Vietnam
Guatemala Oman
Philippines

Singapore
Group workforce
Brazil 114,2748
Working offshore
Chile 42,592 Australia
Argentina

Latin America Morocco Iberia Italy India Asia Pacific
8,703 367 4,752 1,762 34,565 3,182

Group Headquarters
Paris, France Building the New Connected Enterprise, Tom Barton, 31 January 2012

A wide range of solutions and services
§  Digital Transformation §  Supply Chain Management
Capgemini §  Strategy and Transformation §  Technology Transformation
Consulting §  Marketing , Sales & Service
§  Finance & Employee Transformation

§  Application Consulting §  Mobile Technology
§  Application Development & Maintenance §  Open Source / SaaS
(AD&M) §  Software & Quality Management
Application §  Application Development & Integration / Testing
Services Customer Software Development (CSD) §  Enterprise Resource Planning (ERP)
§  Application Outsourcing §  Co-Sourcing/Multi-Sourcing
§  Application Lifecycle Services §  Business Intelligence
§  IT Transformation: Strategy & Architecture §  Portals
§  IT/IS advisory, design & transformation services (ITS) §  Remote Infrastructure Management
§  IT governance services & implementation §  Data Center and Infrastructure
Infrastructure §  Data Center Optimization and Virtualization Services
Services §  Cloud computing – IaaS, Google Apps, Office365, SAPaaS §  Network & Security Services.
§  § 
End-to-end full-lifecycle Enterprise Services Management Workplace Services & Virtualization
§  Storage and data management
§  Finance and Accounting
§  Research & Advisory Services
Business §  Procurement
§  §  Human Resources
Process Supply Chain Management
§  Industry specific services for banking
Outsourcing §  Customer Operations Management
& insurance
§  Management Assurance Services
§  Application Management
§  High-Tech Engineering
Sogeti §  Infrastructure Management
§  Testing


But we have to be wary of our potential


44 years of history
1973
Sogeti, Gemini
Computer Systems and
1962 CAP merged as Cap
1996
CAP founded in Gemini Sogeti. The Group reorganized its
France shareholding and
1975 management structure and
First Annual 2004
adopts a new name and a Name and logo changed
Report published. 1991 new logo: Cap Gemini.
1967 Creation of Gemini 2000 to Capgemini coinciding
SoGETI founded 1978 Consulting resulting Acquisition and merger with with global ad campaign
from the merger of five Opening of a flagship office to position “The
by Serge Kampf in Cap Gemini Inc. in Singapore, marking the Ernst & Young Consulting
Grenoble, France established in management consulting to form Cap Gemini Ernst & Collaborative Business
first steps into Asia. ExperienceTM.”
on October 1. Washington DC. firms. Young.

1960's 1970's 1980's 1990's 2000's
1968 1985 1993 1998 2002 2007
Gemini Computer Cap Gemini Sogeti First transformation Cap Gemini is included •  Sogeti name revived in some Capgemini acquires
Systems Inc. based in listed on the "Second program of the Group’s on the CAC 40 listing countries and expanded to others Kanbay and Indigo,
New York. Market" of the Paris organization, sales on the Bourse. for Local Professional Services. expanding its offshore
Stock Exchange. approach, methods and •  The second major transformation capabilities in India.
culture, called “Genesis.” of the Group’s move to a simpler
1989 1999 model built around Consulting, 2008
Opening of the Cap Gemini is voted Technology and Outsourcing and Capgemini acquires Vizuri
Group University in "European Local Professional services. (UK), BAS (The Netherlands)
France (Béhoust). Company of the •  The Board of Directors name and Empire (Czech Republic).
Year" by the Paul Hermelin CEO.
European Press 2009

and over 50 acquisitions Federation.
•  Opening of a new
international training and
Consulting Services
becomes a global entity:
Capgemini Consulting.
conference center in
France at Les Fontaines.
2010
Acquisition of CPM Braxis
in Brazil.


We like to collaborate


One team, working together

Technology
Agnostic

From
Truly Strategy to
Multicultural Execution
Advanced Innovation
Global for Economic
Delivery Value
Model
Size, Speed End-to-End
and Offerings
Complexity


We are social animals

Picture copyright: Disney Pixar 1998


Does anyone know where I might find…?


In house, there are multiple, discrete locations


Capgemini intranets


Things labelled differently


I’d rather speak to a person


In the real world…


My 114,999 colleagues are not all in my office


Yammer launched on 10 Sept 2008…
Three people from Capgemini join


More detail in a story I told earlier...


July 2011:
27,000 users
We upgrade to the premium version of Yammer


What’s the story today?

§ Capgemini has one of the largest Yammer
networks
• more than 35,000 users
• more than 30% engaged users
• 1,100 active groups
• 1,500 messages a day


So, what does Yammer give us?


The platform is clear and structured
Name and
picture

Settings

News is
divided into My
Feed and
Company Feed

Groups joined
People
following me

People I‘m
Features following

Suggestions
for groups
View of feed
can be filtered


Available on my mobile
Web" Desktop App" SharePoint" Twitte
r"

iPhone" Blackberry" Android" SMS" iPad"


How we’re using Yammer

Riemer
K,
Diederich
S,
Richter
A,
Sciﬂeet
S
:
Tweet
Talking
–
Exploring
The
Nature
Of

Microblogging
At
Capgemini
Yammer’,
BIS
Working
Paper


Requests for information generate quick responses


… and round the clock


Opportunities to share successes


Discussions about future trends


Links to news, particularly industry news


Seek suggestions and ideas


What does it all mean for us?

§  We are more connected and everyone can tell their story

§  Relationships are more easily established, and rank is stripped away

§  We benefit from better, more relevant information, and collaboration

works


From an end user

“I have been working for Capgemini for 32 years, but I
can honestly say that the last years have done more
for me in company-binding than the years before.
[Yammer] has made me part of a global organisation
that was never before possible. And I have spent my
time in global teams before.”


More information

•  Tom Barton
tom.barton@capgemini.com
twitter.com/tomsmiled
slideshare.net/capgemini

| Sector, Alliance, Offering

Michael Fauscette" Tom Barton"
Group Vice President, Software Head of UK Communications at
Business Solutions at IDC" Capgemini"

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