Accelerating Digital Transformation:
Understanding and Setting Up a
Governing Digital Services
Digital transformation brings in multiplerisks and challenges. Business cycles are now faster and more integrated, there is an increased demand for cross-silo capabilities, and there are greater risks due to brand exposure in social media. To answer such challenges and address the opportunities, companies need to set up firm-level governance around their digital initiatives1. The lack of governance can indeed lead to very poor outcomes. As a Pfizer senior executive recently put it: “We have many different brands in many markets, so when it comes to digital opportunities, we can have one thousand flowers blooming – and that’s not really scalable to any of our stakeholders”2. Companies that have adopted this laisser-faire approach have indeed seen a thousand flowers bloom: a retail company, for example, introduced nine applications with 12 functionalities, using five different technologies. These applications, each with multiple functionalities, resulted in inconsistent, uncoordinated service offerings that confused customers and finally led to increased costs, breached security policies and a damaged brand image3. The company did not have any governance structure in place.
The importance of governance in digital transformation is something that digital leaders have fully understood. As we have seen in our research with the MIT Center for Digital Business, digital leaders invest heavily in governance mechanisms and this directly impacts their performance4. For instance, we observed that while only 35% of
beginners5 had a digital unit, over 55% of the digirati6 had one. On an overall basis, only 48% of companies had a dedicated organizational unit that provided digital skills and policies for the whole company (see Figure 1).
Implementing a Digital Services Unit (DSU) can help companies establish strong firm-level governance.
A DSU is an organizational structure, which focuses on digital activities across an organization. A DSU plays a critical role by challenging traditional strategies and incorporating new digital initiatives. Implementing a DSU can help firms in accelerating their digital transformation. This governance mechanism will help organizations deal with digital resources shortage, skills development, establishment of policies and standards, IP protection, or service catalog and project prioritization. Also, as a sharing mechanism, the DSU will help controlling costs, both in time and money. This paper discusses how to create a DSU and the active role it plays in accelerating digital transformation in an organization.
Digital leaders invest
heavily in governance
mechanisms, and
this directly impacts
their performance.
Only 48% of companies
had a dedicated
organizational unit that
provided digital skills
and policies for the
whole company.
Have a digital unit Do not have a digital unit
Beginners
Digirati
Total
35%
55%
48%
65%
45%
52%
Figure 1: Presence of a Digital Unit
Source: Capgemini Consulting-MIT Research, 2012
Capgemini Consulting, in partnership with the MIT Center for Digital Business, as part of a multi-year research program on Digital Transformation identified four levels of maturity. Beginners have a management that is skeptical of the business value of advanced digital technologies. Conservatives have an overarching digital vision, that is however underdeveloped. Fashionistas have advanced digital features in silos, but they have no overarching vision and poor coordination. Digirati have a strong overarching digital vision that is backed by good governance. They also have a strong digital culture.
DSU as a Pathway to Accelerated
Digital Transformation
A DSU, as a control unit, interacts with all functions within an organization and coordinates efforts across various units. For instance, Nestlé’s centralized DSU is responsible for a wide catalog of digital services including e-commerce platforms, digital marketing, social media, consumer relationships, m-commerce, Search Engine Optimization (SEO), analytics and R&D.
DSUs play a critical role in formulating and implementing digital strategies, developing digital services for business units, brands or countries, facilitating innovation, and monetizing digital assets, by creating new avenues for digital businesses (see Figure 2).
Driving Digital Strategy
A DSU establishes a company-wide digital strategy to ensure a consistent experience for customers across digital channels. It defines a clear roadmap by analyzing customer requirements, the company’s strategy, the competition, and operational competencies. Once a roadmap has been designed, the DSU coordinates alignment between local and global digital strategies to achieve optimal results. For instance, Spanish media major Prisa’s digital unit has a clear mandate to lead and coordinate all online activities and businesses across the firm with a digital strategy
unit sub-group that drives digital strategy, sales, innovation and revenue management. By establishing clear guidelines on responsibilities, the DSU can help minimize overlapping work areas, and thereby accountabilities. Our research showed that over 80% of firms agreed that establishment of strategies and policies ranked high among the roles of a digital unit7.
Enabling a Digital Factory
A DSU drives collaboration by facilitating a dialogue between the digital units and internal clients. The DSU also helps in maximizing resources by creating a service catalog. For instance, Philips has a digital competence center that provides services to both Philips’ business units and countries, with the marketing service desk acting as a single point of contact for marketing.
A DSU establishes a
company-wide digital
strategy, ensuring a
consistent experience
for customers across
digital channels.
Figure 2: Roles and Key functions of a DSU
Source: Capgemini Consulting Analysis
Digital
Service
Unit
Develops IT services to support internal andexternal clients such as marketing, sales, customers etc.
Develops online content to facilitate new business opportunities
Digital Business Creation
Focuses on ensuring seamless Digital Transformation by aligning Marketing, Finance, HR, Operations, Branding functions with all digital channels
Digital Strategy & Transformation
Evaluates new platforms such as e-commerce, social media, viral video etc., to create new revenue generating avenues and drive sales
Digital Monetization
Key objective of DSU is to give back to the brands and markets, the data and intelligence on their consumers
Facilitates collaboration across various resources in the organization
Digital Factory
Enhances digital skills and capabilities across the organization
Avoids silos of digital capabilities
Digital Skills
Promotes online innovation and establishes a culture of ideation and collaboration in the company
80% of firms believe
that establishment of
standards and policies
is a key role of a
Digital Services Unit.
Fostering Innovation
A DSU enables the organization to offer a wider product range and reduce innovation cycle times. In its centralized role, a DSU encourages innovation through the usage of digital technologies and platforms such as crowd sourcing, open-source platforms and social media networks. These digital platforms and technologies help drive innovation and ideation even in large distributed organizations.
For instance, at Starbucks, the company launched several innovative initiatives under a team headed by a chief digital officer. One of these includes a mobile payments solution that, till April 2012, had processed over 45 million mobile payments8.
Building Digital Skills
A DSU drives digital skills and competencies across the organization by conducting organization-wide trainings and knowledge-sharing sessions. Since the DSU is also the umbrella unit when it comes to digital development across all functions in the organization, it can consequently play a critical role in collating and developing relevant digital skills. This avoids skill build-up in silos.
Monetizing Opportunities
The role of a DSU is also to coordinate local business units and offer them advice on asset monetization avenues within the digital space to help
them expand their business reach. Some of these avenues range from selling digital content to leveraging paid advertisements, entering into e-commerce agreements with third parties, to community management. For example, Starbucks offers its free WiFi users access to an exclusive in-store premium content network called Starbucks Digital Network. This exclusive network is the result of a partnership with Yahoo that aims at enhancing customer experience at Starbucks stores, by providing free and interesting content from a variety of partners9.
Creating New Digital
Businesses
A DSU can also help create new digital businesses. Technologies such as virtual prototyping, 3-D renditions and modeling, business intelligence and Big Data analytics, provide opportunities for organizations to develop new business offerings. All these offerings have the potential to become business ventures, which can then be autonomously managed by the DSU. These ventures can either be developed in-house or through collaboration with external third-party organizations.
Implementing a DSU not only accelerates the journey toward digital transformation, but also delivers tangible benefits—process transparency, improved inter-divisional collaboration within the organization, accelerated time to market, improved customer satisfaction
scores, and process automation—to the organization and the consumer. It improves the quality of digital services through the execution of consistent and repeatable processes. It enables decision making at the right level, optimizes budgets by sharing resources, and provides more control over the tools and services development. It also provides business units with a fair amount of autonomy in order to enable them to design their own relevant KPIs for digital services. A DSU also improves efficiency through well-defined roles and responsibilities, and improved partnership between IT and business functions. This enhances internal communication across the organization.
In the rest of the paper, we expand on how to select and implement the right governance model for a DSU.
Setting a DSU in Motion
DSU effectiveness is both a function of how it is designed and how it is implemented. Before implementing a DSU, it is important to decide on the governance model that would administer the DSU upon set-up. A DSU governance model establishes the roles and responsibilities of a DSU.
Selecting an Appropriate
DSU Governance Model
In order to establish a robust DSU governance model, it is important to consider the department to which the shared resources are aligned and the level of internal coordination that is required within the organization. These two factors will determine the most favourable model an organization can implement. There are two broad approaches to creating an effective DSU Governance Model. First is a “Two-Halves-in-One” model that can be further categorized by who is leading it, IT or Marketing. The other approach is an integrated model. Each model has its own sets of pros and cons. Organizations can choose any model depending on their vision and digital maturity.
IT-Centric DSU Model
This model involves setting up a distinct entity around digital – a global DSU hosted in IT. The Digital IT unit interacts with the IT and other internal departments to determine the IT service catalog for internal clients (see Figure 3).
Once a list of services is defined, the Digital IT unit draws up a service catalog, which consists of currently active services, and those that need development. Inputs are then taken from internal clients. These inputs allow the creation of a broad dimension that enables the organization to depict the interdependencies of IT with other functions. This allows the organization to determine the optimal level of control the Digital IT unit will have.
The IT-Centric DSU model unifies technology initiatives across business units and fosters collaboration across employees in headquarters and global
regions. For instance, an investment products and services company closely integrated its global IT and operations, which enabled a more integrated definition of global processes, and transformed multiple IT systems of the company into a unified global platform. Recently, the company extended governance to include new digital initiatives such as social reputation monitoring, micro-blogging and mobile selling10.
The IT-centric model allows for local control on the developed services, including aspects of technical choices, roadmap, and pace of execution. The model also offers autonomy to individual BUs and helps foster motivation, and increase creativity and innovation.
The main challenge with this model is the connection with brands and marketing since this remains, primarily, an IT-led initiative.
The choice of
governance model is
determined by the
resources shared and
levels of coordination
required for
implementation.
Figure 3: IT-Centric DSU Governance Models
Source: Capgemini Consulting Analysis
IT-Operation
Digital IT
Digital Factory
Demand Management
Services for
internal
end-users
Digital Services Delivery
Direct to end-users via local units (countries, etc.) Digital Service Catalog
Marketing-Centric DSU
Model
Digital services in this model are delivered by a separate business unit – Digital Marketing. This new entity provides digital services to two separate existing units—traditional marketing and sales—to define a digital service catalog for all the services provided to external clients (see Figure 4). Similar to the IT-centric DSU, resources attached to this DSU model
continue to be a part of their respective parent groups.
A service catalog is developed with a collective definition of services, which consists of current services offered, and services needing
development. A digital board overlooks the coordination of actions (scope, budgets, and roadmaps) across various business units.
A marketing-centric DSU setup acts as a common platform that creates new digital businesses, and therefore, generates new revenues. It also helps enhance portfolio and improve customer experience. For instance Telefonica and Etisalat established new DSUs to drive growth across new lines of businesses. Further, DSUs of both companies recently signed an agreement to jointly develop business opportunities, license products and share knowledge across a range of digital services such as cloud computing, m-commerce solutions, video services, digital advertising and
A marketing-centric
DSU setup acts as a
common platform to
develop new revenue
streams while driving
customer experience.
others. This agreement enables both companies to implement best practices of digital services and consumer experience11. Similarly, a European airline integrated part of the sales team with a part of their marketing team. Here the digital IT team is hierarchically linked to the IT department and the web support team is linked to the sales department12. A key challenge in setting up a marketing-centric DSU is in engaging and creating partnerships with multiple external parties, such as Web-based agencies.
The biggest advantage to the marketing-centric DSU model is that it affords autonomy to individual BUs and enables dedicated service to respective clients.
However, the model does have its challenges. The main challenge is to connect with IT in order to optimize the investments on digital capabilities since it is IT that has the lead on digital capabilities such as analytics and solution delivery.
The IT-Centric model has a clear focus on internal users while the Marketing-centric model caters to external clients. With different service catalogs being maintained for internal and external clients, both these models provide clarity on needs of their respective clients.
Integrated DSU Model
Contrary to the “IT-Centric” and “Marketing-Centric” models, where digital teams formally remain as part of their “parent entities”, the integrated model pools these digital resources into a new dedicated entity. Consequently, there is a unique catalog presenting services offered by the unit, and common processes for demand management or service delivery.
An integrated model utilizes a single business unit (BU) for all digital initiatives and services. The newly established BU aligns each function Figure 4: Marketing-Centric DSU Governance Models
Source: Capgemini Consulting Analysis
Marketing
& Sales
Department
Digital
Marketing
Services for
external
end-users
Digital Services Delivery
Direct to end-users via local units (countries, etc.) Marketing Service Catalog Demand Management
Digital Board
Marketing &
IT Operations
Demand management Portfolio management Architecture Design PMODigital Services Delivery
Direct to end-users of via local units (countries, etc.) Services for
external
end-users Service Catalog Services forinternal
end-users to a common core principle, whichdrives business value. In the integrated business models, all functions share P&L responsibility, thus motivating each function to cooperate and coordinate for best results (see Figure 5).
In the integrated model, the marketing function is the business driver, while IT operations enable business processes. The integrated model manages and enhances service catalogs based on shared resource pools between functions. For instance, a Spanish media player created a digital unit made up of two clearly differentiated organizations, one focused on managing the IT infrastructure and the other on driving the digital strategy of the overall group. The digital unit reports in to the Chief Digital Officer13.
The integrated model allows for setup of clear objectives and responsibilities for the DSU, which facilitates
decision making and communication with local units. It is also easier to holistically drive and monitor digital transformation, consistently grow skills, and mitigate risks of redundant initiatives. These are possible due to the fact that the DSU is a separate unit that interacts with both marketing and IT. Implementing an integrated model reduces operational costs due to reduction of skill duplication, drives innovation, and reduces time to market, given its independent standing within an organization. It is easier to govern and align measureable KPIs to each function, as all functions are driven by common objectives.
There are challenges, too. Creating a new multidisciplinary entity can be a significant cultural challenge and thus can encounter strong resistance. With this model, organizations will need to manage balance of power issues across the various entities. The organization needs to prepare for change to ensure that all the entities are aligned to the same goal.
Our research indicated that
management of the governance model differs according to an organization’s digital maturity. For instance, we found that IT departments in over 51% of all
beginners are responsible for driving digital governance. On the other hand, in the digirati, the sway of the
standalone IT department diminishes with only 28% companies having them in the driver’s seat. Similar results can be seen in the role of the marketing department and its extent of control on the DSU across the beginners and the
digirati (see Figure 6).
Figure 6: Who is Driving Digital Governance? Figure 5: Integrated DSU Governance Model
Source: Capgemini Consulting Analysis
Source: Capgemini Consulting-MIT Research, 2012
Primary driver of Digital Governance Primary driver of Digital Governance
Primary driver of Digital Governance Primary driver of Digital Governance
Both 24% IT 51% Marketing 24% Both 42% IT 42% Marketing 16% Both 52% IT 26% Marketing 22% Both 57% IT 28% Marketing 15%
Fashionistas
Digirati
Beginners
Conservatives
In summary, each model has its specific pros and cons that organizations need to bear in mind before they chose the model that is apt for them (see Figure 7). However, as our research shows, it appears digital leaders prefer the integrated model. The ability to set clear objectives and responsibilities for the DSU, with both marketing and IT playing distinct, yet crucial roles, is a key attraction for digital leaders.
Figure 7: Strengths, Limitations and Risks of DSU Governance Models
Source: Capgemini Consulting Analysis
Description
Pros
Cons
INTEGRATED
MODEL
TWO-HALVES-IN-ONE MODEL
This model splits responsibility of providing digital services between two separate existing units. It utilizes a push–pull system, which delegates movement of digital service between a “Digital Marketing” unit and a “Digital IT” unit.
This model involves setting up a distinct entity around digital – a global DSU hosted in IT that interacts with internal clients and IT to determine IT service catalogue for internal clients.
This model provides digital services to traditional marketing and sales to define a digital service catalogue for all the services provided to external clients.
The integrated model pools digital resources into a new dedicated entity thereby creating a unique catalog of services offered by the unit.
Improved customer management & experience: flexible configuration of services and products, integrated, multi channel and customer experience management
Improved productivity and effectiveness: use of technology to reduce operational cost, open and agile organizations to react fast, better leverage of existing power, faster time to market Improved business steering: improved decision making basis due to new information quality and availability, increased operating flexibility
Some cultural resistance may arise within the enterprise
Could lead to less creativity and innovation by local BUs since the project portfolio and the resources are centralized
Difficult to customize due to local regulations or practices √ √ √ √ √ √ √
Dedicated service to respective clients A better client-focused service offering: the services delivered by each unit are dedicated to a type of client √ √
x
x
x
x
x
x
x
x
x
GENERAL
IT-CENTRIC
MODEL
MARKETING
-CENTRIC
MODEL
Main challenge is to connect with IT in order to optimize the investments on digital capabilities
Main challenge for an IT-Centric DSU model is to connect with brand and marketing as this is an IT-lead initiative
Local control on the developed services: technical choices, roadmap, pace of execution
A better employee-focused service offering
There is no common governance (between each half) and it cab be challenging to take common decisions regarding digital services Risk of redundancy in the developed functionalities
Slower time to market because of the common resources hosted by IT KPI models can be different for each half More consistency and density in each
offering: Internal offer on the one hand, and the offer intended to clients on the other More innovation: On both sides, teams are less slowed down by projects prioritizations
After deciding on a governance model, the next step for the organization is to embark on a structured implementation plan (see Figure 8).
Phase 1: Deciding the
Organization Principles
Conceptualization is crucial in the initial phase of the implementation. This phase involves chalking out the need to implement a DSU. An overall approach is defined, based on the broader context of a DSU’s purpose. The chosen governance model should create a framework that facilitates decision making, and provides more clarity about the activities, their direction and scope.
Phase 2: Organizing and
Designing the Governance
Model
Once the scope and model of DSU have been defined, the second phase should focus on sketching the strategic details into the specific dimensions and requirements associated with a governance model. In this phase, design principles, restricting and collaboration policies are defined in a more concrete manner. This phase will define the standard of operations, optimization of resources, potential shortcomings, the elements of change and challenges in implementation. This phase will also re-examine all the roles, service catalogs and funding models to ensure relevance.
Phase 3: Implementing the
DSU
Once the strategy has been formulated, it needs to be converted into an operationally effective and actionable roadmap. To drive transformation, major stakeholders affected by the process should be identified. Once the stakeholders are identified, a matrix needs to be set up that will lay out a clear roadmap according to priority and accessibility levels. This avoids confusion and ensures that the digital transformation does not affect any major stakeholder commitments.
Figure 8: Putting DSU into Action
Source: Capgemini Consulting Analysis
√ √ √
Outcome:
Typical Duration:
Constructing and aligning the
scope of capabilities with
operations, to ensure the
business model delivers its
strategic objectives
Phase 1
Organizational Principles
Implementation
Phase 3
Phase 2
Organizational and
Governance Design
WHAT GOVERNANCE MECHANISMS
ARE TO BE IMPLEMENTED?
WHAT IS THE SCOPE FOR THE DSU?
WHAT DIGITAL SERVICES ARE
OFFERED BY THE DSU?
√ √ √ √
Outcome:
Defining organizational structure
and dimension to create the required
capabilities to support the business
and its operating model
WHAT ARE THE ROLES AND
RESPONSIBILITIES?
WHAT IS THE SIZE OF THE DSU?
WHAT IS THE SOURCING STRATEGY?
WHAT IS THE INVESTMENT CASE?
√ √ √
Outcome:
Deploying and operating a defined
governance model
HOW TO OPERATE AND IMPLEMENT
DSU ACROSS THE ORGANIZATION?
WHAT IS THE UPDATE AND FOLLOW
UP ON INVESTMENTS?
HOW TO DRIVE CHANGE?
The promised benefits
of a DSU cannot be
realized if it does not
contain the right skills
and competencies.
Key Considerations for DSU
Implementation
Implementing a DSU, even for themost agile organizations, is a challenge that will have a multi-faceted impact. Unlike other business unit setups, the peculiarity with DSU is that, by design, it impacts all parts of the organization. Hence, there will be significant challenges that surface from various functions across the organization. Key considerations for organizations include evaluation of budget
impacts, management of people and communication, and setup of the actual DSU operation.
Funding Model - a Critical
Facet to Adoption
Implementing a DSU affects P&L of various functions in organizations since certain services maybe shared or demerged from existing service catalogs. Various funding models and mechanisms can be applied for the initial set up cost of a new service.
Local investments funding model: The major role of the DSU in this case is providing services delivered locally to all BUs. Here, no central funding is provided and one or many local entities decide to invest in their own systems. These systems can then be made available to the rest of the company by adding them to the service catalog (central “App Store”).
Central investments funding model: In this model, the DSU manages the portfolio and delivers the projects. The central pays for the “global part“ of the service (parameterization, multi-language, …), while the local entity pays for its own local project (local language, etc.). Central owns the solution so that it can be rolled-out to other countries or entities.
Supplier’s investments funding model: Here, the DSU acts as a supplier manager. In this model, the design, build and run of new service is outsourced to a supplier. The supplier is expected to fully support the investment. Over the long
term, part of assets (physical and intellectual) are sold to the supplier and the proceeds from such sale are used to fund new projects.
We believe that no funding model clearly outperforms the others from a DSU perspective. However, our experience shows that DSUs are typically initially funded by reallocating budget from existing IT legacy budgets to digital initiatives. The services are then proposed for “free” for a short period so that local business units get used to such operating model (the funding model of the DSU may evolve over time – from pilot to scaled services).
Managing People and
Communications
The promised benefits of a DSU cannot be realized unless it contains the right skills and competencies. Therefore, it is necessary to closely manage competencies both within and outside the DSU, and decide on investment areas. One of the major challenges organizations face while defining a governance model is in maintaining the balance of power amongst various entities. Organizations need to ensure that internal politics do not adversely affect the working environment or internal relationships during the various stages of transformation.
Setting Up DSU
Operations
Service catalogs are typically shared across various functions. Therefore, when implementing a DSU, organizations need to carefully map hierarchy, visibility and information access at every stage to depict interdependencies. It is vital for organizations to comprehensively identify and define processes to ensure unambiguous KPIs for each entity. Organizations also need to identify necessary changes in current processes so that new processes can be implemented with minimal impact on supply chain efficiency and finances.
A poorly implemented DSU will lead to inconsistent customer experience, incoherent brand image, intellectual property infringement, and increased implementation costs, resulting in IT security issues, making it difficult to measure the actual performance of these initiatives.
In summary, a DSU is a catalyst to an organization’s digital growth. A DSU can lower digital transformation costs by sharing costs and resources, and proactively driving adoption of new digital services. An effective DSU model helps organizations coordinate various digital initiatives, increase customer growth, drive employee connect, and create an overall positive brand experience to accelerate an organization’s digital transformation.
It is also pertinent to note that governance models are not static. They need to be constantly evolved as an organization climbs higher levels of maturity in its digital transformation journey. Organizations need to constantly revisit their governance model and ensure it is tweaked in order to stay relevant with changing priorities and implementation challenges. It is only when such dynamic and tailored approaches are taken that a DSU can show its true value and be the accelerator that it is designed to be.
1 Refer to “Governance: A Central Component of Successful Digital Transformation” 2 Capgemini Consulting Digital Leadership Series – “Pfizer: Think Digital First” 3 Capgemini Consulting client
4 Refer to “The Digital Advantage: How digital leaders outperform their peers in every industry”
5 Beginners: Category of companies doing very little with advanced digital capabilities, although they possess traditional skills around ERP, Internet or E-mail
6 Digirati: Category of companies that have an overarching digital vision, coupled with good governance models that imbibe a digital culture in the organization
7 Capgemini Consulting and MIT-CDB Research
8 VentureBeat, “How Starbucks is turning itself into a tech company”, Jun 2012 9 VentureBeat, “How Starbucks is turning itself into a tech company”, Jun 2012 10 Capgemini Consulting and MIT-CDB Research
11 Telefonica, “Telefonica and Etisalat join forces in digital services”, Jul 2012 12 Capgemini Consulting client
13 Capgemini Consulting client
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Capgemini Consulting is the global strategy and transformation consulting organization of the Capgemini Group, specializing in advising and supporting enterprises in significant transformation, from innovative strategy to execution and with an unstinting focus on results. With the new digital economy creating significant disruptions and opportunities, our global team of over 3,600 talented individuals work with leading companies and governments to master Digital Transformation, drawing on our understanding of the digital economy and our leadership in business transformation and organizational change.
Find out more at:
http://www.capgemini-consulting.com/
With around 120,000 people in 40 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2011 global revenues of EUR 9.7 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model.
Learn more about us at www.capgemini.com.
About Capgemini
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary. © 2012 Capgemini. All rights reserved.
Authors
Ravouth Keuky Vice-President [email protected] Emmanuel Rilhac Vice-President [email protected] France Patrick Ferraris [email protected] Finland Hannu Kauppinen [email protected] Germany Guido Kamann [email protected] Steffen Elsaesser [email protected] Netherlands Eric Kruidhof [email protected] North America Martin A Hanlon [email protected] Norway Gunnar Deinboll [email protected] SpainChristophe Jean Marc Mario [email protected] Sweden Ulf Larson [email protected] UK Stephen Pumphrey [email protected]
For more information contact
The authors would like to extend a special thanks to Charbel Lahoud and Mael Tannou from CC France and Steffen Elsaesser from CC Germany for their inputs in developing this whitepaper.
The authors would also like to acknowledge the contributions of Jerome Buvat, Sayali Thokle and Subrahmanyam KVJ from the Digital Transformation Research Institute of Capgemini Consulting.
