Building the New Connected Enterprise

Building the New Connected Enterprise January 31, 2012"

Samantha Loveland"Vice President, Worldwide Customer Engagement at Yammer"

Michael Fauscette"Group Vice President, Software Business Solutions at IDC"

Tom Barton"Head of UK Communications at Capgemini"

#yamconnect""

2-12 © IDC Visit us at IDC.com and follow us on Twi5er: @IDC

A Knowledge Sharing Culture

Michael Fauscette, Group Vice President, Software Business Solutions


“Traditional” Business

• Hierarchical Structure

• Top Down Management

• Knowledge is Power

• Command and Control


2012: Business has changed!

• Hyper-Connected

• Global

• Hyper-Competitive

• Innovation driven

• Decentralized

• Mobile


Behavior has Changed

•  Customers & employees are congregating online

•  Turning to trusted sources for advice & help

•  Shift of influence & relevance

•  “BYO” attitudes


The intersection of major technology shifts…

Mobile Enterprise The Social Web

Cloud Computing

Real-Time

Big Data


Social Business

Transparent

Interdependent ecosystem of partners

Distributed problem solving

Customer engaged in ongoing relationship

Power shared & distributed

Customer defined products/services

Leadership coaches not controls

Service “when, where, how” the customer chooses

Anticipated customer needs

Employees empowered to contribute


Barriers

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

§ Social activities not integrated § Focus is on the individual § Internal competition

How can you expect to talk to your customer when you can't

talk to each other?


Why?

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

Generate revenue through direct sales Conduct employee training

Respond to customer/partner service inquiries and questions Increase competitive differentiation

Increase role and influence in market Generate ideas for products and services from community

Increase productivity Make decisions

Manage projects Communicate with partners/suppliers

Gather feedback on company product or service Communicate with customers

Listen and monitor conversations/activities Create awareness about company product or service

Share knowledge/contribute ideas Communicate with colleagues

Acquire knowledge/ask questions

Enterprise Social Software


11

Q: Why do you conduct social media/networking initiatives for business purposes? (Select all that apply)

N=339; IDC Social Business Survey, May 2011


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


Knowledge Sharing Culture

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• More Transparency and Agility

• Higher Productivity and Satisfaction

• Accelerated Innovation

• Increased Efficiency

• Better Visibility

• Less Duplication and More Reuse


Adoption Challenges

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

None of the Above

IT tries to block / monitor social software use

It does not have the functionality that I require

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

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

Allowing comments and feedback to be posted openly

It has been subject to security threats/attacks

Having people monitor what I do

Measuring the impact of social software on business goals

Justifying the investment to upper management

Finding the time to use another communication/collaboration tool

Getting people to participate



14

Q: What are the key challenges associated with implementing/using social software?

N=339; IDC Social Business Survey, May 2011


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

15


Free IDC Social Business Research

16

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


© 2011 IDC

Contact

Michael Fauscette [email protected] Twitter: @mfauscette Blog: www.mfauscette.com Social Business Community: http://idc-insights-community.com/SocBiz

Tom Barton London UK, 31 January 2012

Building the New Connected Enterprise – Capgemini case study

Capgemini Marketing & Communications

I work for...

Building the New Connected Enterprise, Tom Barton, 31 January 2012

19 © 2012 Capgemini. All rights reserved.


Canada

United States

Mexico

Brazil

Argentina

All over Europe

Morocco

Australia

People’s Republic of China

India

Chile

Guatemala

Singapore

A global presence in 40 countries (As of June 30, 2011)

Oman Philippines

Taiwan

Vietnam

United Arab Emirates

Around 115,000

Capgemini in Europe: • Austria • Belgium • Croatia • Cyprus • Czech Republic • Denmark •  Finland •  France • Germany • Hungary •  Ireland •  Italy •  Luxemburg • Norway • Poland • Portugal • Romania • Slovakia • Spain • Sweden • Switzerland •  The

Netherlands • UK

UK & Ireland 8,688

France 20,203

Benelux 10,452

Nordic Countries 4,279

North America 8,925

Central & Eastern Europe

8,396

Morocco 367

Iberia 4,752

Italy 1,762

India 34,565

Latin America 8,703

Asia Pacific 3,182

Group workforce 114,2748

Working offshore 42,592

Group Headquarters Paris, France

© 2012 Capgemini. All rights reserved. 20



A wide range of solutions and services

Capgemini Consulting

§  Digital Transformation §  Strategy and Transformation §  Marketing , Sales & Service §  Finance & Employee Transformation

§  Mobile Technology §  Open Source / SaaS §  Software & Quality Management

Testing §  Enterprise Resource Planning (ERP) §  Co-Sourcing/Multi-Sourcing §  Business Intelligence §  Portals

Application Services

§  Application Consulting §  Application Development & Maintenance

(AD&M) §  Application Development & Integration /

Customer Software Development (CSD) §  Application Outsourcing §  Application Lifecycle Services §  IT Transformation: Strategy & Architecture

Infrastructure Services

§  IT/IS advisory, design & transformation services (ITS) §  IT governance services & implementation §  Data Center Optimization and Virtualization §  Cloud computing – IaaS, Google Apps, Office365, SAPaaS §  End-to-end full-lifecycle Enterprise Services Management

Sogeti §  Application Management §  High-Tech Engineering §  Infrastructure Management §  Testing

§  Research & Advisory Services §  Human Resources §  Industry specific services for banking

& insurance

§  Remote Infrastructure Management §  Data Center and Infrastructure

Services §  Network & Security Services. §  Workplace Services & Virtualization §  Storage and data management

§  Supply Chain Management §  Technology Transformation

Business Process

Outsourcing

§  Finance and Accounting §  Procurement §  Supply Chain Management §  Customer Operations Management §  Management Assurance Services




But we have to be wary of our potential




44 years of history

1967 SoGETI founded by Serge Kampf in Grenoble, France on October 1.

1973 Sogeti, Gemini Computer Systems and CAP merged as Cap Gemini Sogeti.

1975 First Annual Report published.

1985 Cap Gemini Sogeti listed on the "Second Market" of the Paris Stock Exchange.

1989 Opening of the Group University in France (Béhoust).

1991 Creation of Gemini Consulting resulting from the merger of five management consulting firms.

1993 First transformation program of the Group’s organization, sales approach, methods and culture, called “Genesis.”

1996 The Group reorganized its shareholding and management structure and adopts a new name and a new logo: Cap Gemini. Opening of a flagship office in Singapore, marking the first steps into Asia.

2000 Acquisition and merger with Ernst & Young Consulting to form Cap Gemini Ernst & Young.

2002 •  Sogeti name revived in some

countries and expanded to others for Local Professional Services.

•  The second major transformation of the Group’s move to a simpler model built around Consulting, Technology and Outsourcing and Local Professional services.

•  The Board of Directors name Paul Hermelin CEO.

2004 Name and logo changed to Capgemini coinciding with global ad campaign to position “The Collaborative Business ExperienceTM.”

2007 Capgemini acquires Kanbay and Indigo, expanding its offshore capabilities in India.

2008 Capgemini acquires Vizuri (UK), BAS (The Netherlands) and Empire (Czech Republic).

1968 Gemini Computer Systems Inc. based in New York.

1962 CAP founded in France

1978 Cap Gemini Inc. established in Washington DC.

1998 Cap Gemini is included on the CAC 40 listing on the Bourse.

1999 Cap Gemini is voted "European Company of the Year" by the European Press Federation.

•  Opening of a new international training and conference center in France at Les Fontaines.

1960's 1970's 1980's 1990's 2000's

2009 Consulting Services becomes a global entity: Capgemini Consulting. 2010 Acquisition of CPM Braxis in Brazil.



and over 50 acquisitions


We like to collaborate



Capgemini Marketing & Communications Building the New Connected Enterprise, Tom Barton, 31 January 2012



End-to-End Offerings

Size, Speed and

Complexity

One team, working together

Advanced Global

Delivery Model

Innovation for Economic

Value

From Strategy to Execution

Truly Multicultural

Technology Agnostic




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



Capgemini Marketing & Communications Building the New Connected Enterprise, Tom Barton, 31 January 2012



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



People following me

Name and picture

Groups joined

Features

Settings

Suggestions for groups

News is divided into My

Feed and Company Feed

People I‘m following

View of feed can be filtered


Available on my mobile



Web" Desktop App" SharePoint"

iPhone" Blackberry" Android" SMS"

Twitter"

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.”



| Sector, Alliance, Offering

More information



•  Tom Barton [email protected] twitter.com/tomsmiled slideshare.net/capgemini

Michael Fauscette"Group Vice President, Software

Business Solutions at IDC"

Tom Barton"Head of UK Communications at

Capgemini"

Q & A""

"Please use the questions module on the

lower left"

Thank you"""

Building the New Connected Enterprise

Business

Transcript of Building the New Connected Enterprise