1. Capgemini Proposal Geneva, August 20th, 2004
Seeking collaboration with
Budget and Financial Management Control Systems Implementation & ICT Strategy Definition and Implementation
Capgemini Proposal
Geneva, August 20th, 2004
© 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS

2. CONTENTS Executive Summary What we propose Who we are Q&As
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3. Are present today Patrick Nicolet Beat Binder Nicolas Schobinger
Senior Vice President
Beat Binder
Vice President, Public Services
Nicolas Schobinger
Principal, Transformation Consulting
Ingo Finck
Principal, Finance & Employee Transformation Practice
Matthew Turnbull
Principal, IT-Strategy-Practice
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4. CONTENTS Executive Summary What we propose Who we are Q&As
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5. Situation Issues on budget and programmes A clear workflow for action
basic issues on economical level not efficiently organized
no linkage between budget structure and both the strategic and operational planning
insufficient value of IT investments
A clear workflow for action
Decision by the Plenipotentiary Conference/ Review by GoS/ Report by Dalberg/ Appointment of a COG
now a ITU Secretary Project…
…to be supported by a knowledgeable external company
A new scope: RBB-CA, ICT Strategy, BPR
Process improvements and solution implementation
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6. Challenges Matching budget objectives and programme objectives
map business needs from various departments…
…but avoid customizing. Take advantage of packages functionalities.
Priorities to manage
e.g. RBB 12/2004 is a pre-condition for a successful budget
How to involve ITU people in both this project and the changes (i.e. time reporting)
Communicate at the speed of the activities of the project
Manage cultural changes
How to update the portfolio of systems and applications
link complex business with easy to use (networked) applications
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7. Our solution Manage and maintain the global view of streams:
3 workstreams: RBB-CA, ICT Strategy, BPR
2 phases: 1 and 2 with a clear scope
change management is key: embedded in workstreams + PMO-support
Involve ITU people:
ITU is the owner of the project, not the consultants
motivate the stakeholders and deliver quick results to them
any task or workload has a dual distribution (ITU + Capgemini)
intensive knowledge transfer
Target & implement the state of the art of ERP or toolboxes:
clear rules of the games by ITU about customization requests
short and long term vision to leverage on the packages
easy to use / easy to maintain motto
Phase 1: Four calendar months, 1.8 mio CHF, local teams
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8. Our added value, our differentiators
It is an ITU project not a Capgemini project:
Capgemini is here to help form technical level to strategic level
ITU is here to decide and validate
A unique way to involve ITU people:
CBE Collaborative Business Experience
not a buzzword but a proven bottom-up approach
A deep knowledge and practice of ERP in UN agencies:
TCO (Total Cost of Ownership) follow-up
full value of the investment
A set of accelerators at all level:
BPR sessions (e.g. "ASE" or "Brown paper")
project management with permanent and transparent risk management
quick wins and rapid development methods for software and package, at implementation and roll out
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© 2004 Capgemini - All rights reserved. ITU.PROPOSAL.MAIN.ORALS

9. CONTENTS Executive Summary What we propose Who we are Q&As Overall
Focus 1: RBB & Cost allocation
Focus 2: BPR
Who we are
Q&As
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10. We were not able to suggest a Solution to all of your your Bid Requirements
Project Calendar as provided by ITU
#6: No real time to do in-depth process based analysis of business requirements as communications shall be in october
#13: There are no detailed process descriptions available; there is no clear indication on processes to be selected; strong technical orientation
#16: technical back-end of the BPR-exercise; no technical specs; talking about BW etc.
#17: no e-collaboration specs; self-service is fine, but what does it include; employee self-service portal no sepcified
#21: no specs for myITU portal; BSC as executive information system is fine, but is it really what’s best for ITU
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11. We think we found Remedies to these Issues
Areas of Uncertainty and Mitigation Strategy
Uncertainty
Mitigation
RBB implemented by end of 2004 as pre-condition for prep of 2006/07 budget
highest short-term priority
if necessary stand-alone option
Introduction of time-tracking systems is a huge cultural challenge
Training + additional change management
may lead to a postponement of SLA definitions for 2006/07 (planned in Q2/2005
ICT-Strategy review: critical pieces need to be developed from scratch coupled with early communication date
go further than a review; close design gaps
to meet Oct deadlines, it will can not be based on process reviews
BPR can not be assessed sufficiently through the materials provided by ITU to make a sustainable commercial offer.
thorough business process assessment needs to be conducted
based on assessment do gap-fit-analyses and specs
split into two phases to allow for a firm commercial offer of the first phase
RBB = Result Based Budgeting
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12. We propose to deliver your Project in two distinct Phases
Setup
Phase 1
Phase 2
New Budgetary and Cost Management System
(RBB/CA)
Post-implementation support
Project Initiation
ICT Strategy, Processes and Organisation
BPR and system enhancement preparation
Implementation
Project management
Communication, Mobilisation & Change Management
Knowledge Transfer
RBB = Result Based Budgeting CA = Cost Allocation
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13. The Approach allows to meet all set Milestones
Suggested overall Schedule
Phase 1
Phase 2
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Design
Build
Roll-Out
RBB / CA
Cut-Over
1st SDR report
1st RBB w/ time tracking
SLA
R/O ends
IT-Strategy, -Architecture,
-Processes
Implementation preparation
IT-Strategy
Communication
Implementation
Implementation Plans
BPR & System enhancement preparation
BPR ends
BPR
Sign-Off
RBB = Result Based Budgeting
CA = Cost Allocation
SDR = Service Delivery Reporting
Milestones stated by ITU in Terms of References
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14. However, we would have preferred a different Logic
Alternative overall Schedule (new Milestones)
Phase 1
Phase 2
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Design
Build
Roll-Out
RBB / CA
Cut-Over
1st SDR report
1st RBB w/ time tracking
SLA
R/O ends
Implementation preparation
IT-Strategy, -Architecture,
-Processes
Communication
IT-Strategy
BPR & System enhancement preparation
Organizational Implementations
Technical Implementations
BPR
Sign-Off
RBB = Result Based Budgeting
CA = Cost Allocation
SDR = Service Delivery Reporting
BPR ends
Milestones stated by ITU in Terms of References
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15. We would like to implement our Collaborative Business Experience through the suggested Structure
Executive Steering Committee
Project Management Office
Quality & Risk mgmt
Service Delivery mgmt
Workstream I
Workstream II
Workstream III
Budgetary processes
Cost allocation methods
Time tracking
SLA/SDR
Toolbox
ICT Strategy
ICT Architecture
Implementation plan
Project mgmt method
Process mapping
Opportunity sheets
Prioritisation
Business Case
Implementation plan
Subject Matter
Experts
Sectors / Process Owners
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16. “Collaborative“ means ITU will also have to put in significant Resources
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17. Overall, our Proposal for Initiation and Phase 1 amounts to approx
Overall, our Proposal for Initiation and Phase 1 amounts to approx. CHF 1‘850k
Amounts excluding VAT and other taxes
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18. Phase II Outlook Phase 1: 1.8 mioCHF Phase 2: 3.0 mio CHF 7.0 mioCHF
(270 applications)
ESS BW
myITU
back-end integration RBB
BPR induced system change
Prioritisation of opportunities during Phase 1 to meet funding possibilities
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19. CONTENTS Executive Summary What we propose Who we are Q&As Overall
Focus 1: RBB & Cost allocation
Focus 2: BPR
Who we are
Q&As
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20. Developing an IT Masterplan and linking Accounting and Results for a UN Institution
Objective: create a link between accounting and results
We develop a RBB-Masterplan for this UN institution, and then we design the solution
We have chosen an web-based technology, taking into account needs such as very low bandwidth for certain countries
We implemented a budget preparation tool, too.
These tools have been (budget preparation) or are currently (RBB-tracking) integrated into SAP
The problem is that some member states didn't want to pay their due because they had poor visibility on the results. The accounting system could only tell: "we have been spending so much for agriculture in Africa", not the associated programs and results.
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21. Process Flow - From strategic Plans over operational Plans to Activities
Out of HQ DG
ADG
Dir. Sect.
Sector
BPE & BB
Dispatch the
sub-prog.
Check the
budget frame
Impact on
streams KO
Identify the
actions KO
Identify
activities
Identify the
activiies C KO
Valid the
action plan OK KO
Valid the
action plan
(2 keys)
Valid the
action plan
concertation OK OK
Valid the
action plan
To be reviewed OK
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22. Underlying Data Model Monitoring Follow-up Large programme Actor Unit
1,1
0,n
Large programme
Actor
Unit
1,1 DG
ADG
Dir. div.
Prof.
BPE & BB
out of HQ
Programme
0,n A
1,1
Informations
from C/5
stop at this level A
PACI
Sub-programme
0,n
Monitoring
1,1
0,n
1,1
Stream
0,n
1,1
Action
Results
0,n
0,n
1,1
Forecast
1,1
Actor A
Activity
0,n
1,1
0,n
1,n
0,n
Informations from external systems
and replicated in the base
Follow-up
1,1
Module
Accounting
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23. The implemented Solution
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24. CONTENTS Executive Summary What we propose Who we are Q&As Overall
Focus 1: RBB & Cost allocation
Focus 2: BPR
Who we are
Q&As
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25. BPR can follow different Approaches
Need to understand context of systems-oriented BPR
Package is the answer
Package is the enabler
Package is the constraint
ITU ?
Apply the package‘s business model
(technology driven)
Maximize leverage of the package
(business driven, technology tempered)
Unconstrained Future State business design
( business driven, true innovation)
Business value
Implementation time
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26. When We do BPR, We look at What?
A set of selected process, i.e.
Finance-to-Manage
Conference-to-Minutes
Publication-to-Dispatch
Order-to-Cash
Purchase-to-Pay
Trip-to-Reimbursement
Hire-to-Retire
IT-demand-to-Supply
Roles & Responsibilities (RACI, control, performance)
Policies
Systems & Information
KPIs
Process selection will be conducted, according to the schedule of Workstream III, during the first operational week of the workstream. From other experiences in UN-Organizations we have a certain understanding where typically re-engineering may be a topic. Such processes could include:
(a)   Finance-to-Manage (strategic/operational plans, budgeting, close, controlling)
(b)   Conference-to-Minutes (conference service, translation, typing/production, reprography)
(c)   Publication-to-Dispatch (production, marketing, sales, printing, logistics)
(d)   Order-to-Cash (order capturing, storing, invoicing, accounts receivable)
(e)   Purchase-to-Pay (purchase requests, sourcing, goods entry, accounts payable)
(f)    Trip-to-Reimbursement (travel planning, booking, sign-off, reimbursement, accounting)
(g)   Hire-to-Retire (recruiting, salary, compensation/benefits, pension, leave)
(h)   IT-demand-to-Supply (ticketing, project initiation/management/execution, SLA-fulfilment)
(i)    Others (tbc): Performance management, control governance, general admin support (§, $, …)
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27. What did we promise as Deliverables?
Process maps incl. their interfaces with systems
Improvement assessment and opportunity sheets (incl. specifications necessary for systems enhancements and/or upgrades and/or new implementations)
Mobilized organization – case for action
Aligned prioritization of opportunities (ICT-Strategy, funding possibilities, implementation capabilities)
Business case per opportunity
Detailed implementation plan
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28. What do you think this Teams do?
Process-mapping and identifying “red issues”
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29. What do you think this Work results in?
Opportunity sheets (incl. tech specs for enhancements)
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30. What do you think these People are then?
Mobilized for change
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31. Does the Approach forget your Deliverables?
No - we won‘t miss a deliverable
But we need to understand how to get there!
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32. CONTENTS Executive Summary What we propose Who we are Q&As
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33. 2003 operating revenues were 5’754 mEUR
Capgemini is one of the world’s foremost providers of Consulting, Technology and Outsourcing services
Financial Highlights Capgemini 2003
2003 operating revenues were 5’754 mEUR
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34. We have extensive Experience in the Public Sector and, we want to increase our Exposure w/i UN
Defence
Health
Local Gov
Central Gov
Int’l
US win – client asks us to keep this confidential at the moment
Notes on some clients in separate word document
Defence:
DGA
UK MoD – DECS
Fr Gendarmerie
Onera
NL MoD
Health:
- NL Caremore
- Scottish Executive
- US Continuum (health care)
- US Wellpoint (health insurance)
- US Blue Cross Blue Shield Association – Federal Employees health insurance
NHS 24 (Scotland)
VWS - Dutch Ministry of Health, Welfare and Sport - Ministerie ven Volksgezondheid, Wellzijn en Sport – DBC project
Local Government:
- North Rhine Westphalia
- Councils Online Australia
- Westminster City Council
- Montreal City
Central Government:
DTI – UK Department of Trade and Industry
Home Office – UK, eBorders and joined up justice
Ministere de l’Economie des Finances et de l’Industrie
Unedic - Fr
Werklinq – NL
Working Links – PPP UK
Inlichtingen bureau – Social Security intelligence/information bureau NL
International:
EC eGov Survey
IFAD - International Fund for Agricultural Development (Italy, w Dutch staff too)
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35. The way we work — a Collaborative Experience for ITU
Combined Project Team
“The consultants understand that when they succeed, we succeed.”
Open Communications
“They know how to listen and they communicate consistently – which means no surprises.”
Explicit Initiative on Knowledge Transfer
“Both sides are committed to us walking away fully equipped.”
Relationship of Trust/Mutual Respect
“Is there an honesty in our communications? Do we trust each other?”
Responsive/Cooperative Attitude
“There are three elements to collaboration - do homework upfront so they understand our business and needs; provide good customer service, and deliver on their promises.”
Explicit Risk Sharing
“The parties should have an equal chance of success and penalty for failure.”
The Collaborative Business Experience label has been designed to act as a quality label, a guarantee of our collaborative way of working with our clients, our commitment to mutual success and tangible value.
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36. Collaborative Agreement
Our Collaborative Experience Model will be key in allowing ITU to maintain Alignment and Control
Characteristics
Joint decision making in Steering Groups:
Open debate and challenge encouraged
Joint Teamwork
Full-time clients and Capgemini people
Extended Teams
Broad part-time involvement
Communication and mobilization
Gaining widespread buy-in for change through multiple organizational levels
Benefits
Higher commitment from the organization
Faster learning and skills transfer to the organization
Less Total Cost of Implementation
Consulting Models
Expert Model
Consultant Tells 4
Partnership Model
Collaborative Agreement
Description (Intent of Slide – Purpose & Content)
Purpose: Focus on collaboration as a differentiator
Directions on Articulating Slide Contents & Specifics on When to Use Tagline (If Applicable)
This is Terry’s slide – he should be comfortable articulating it
3 (+) Key Messages
We need to function as a partnership in order to be successful
As I said earlier, we are not only smart & experienced people, but we are also good people to work with. Team chemistry is an important factor in the success of global rollouts.
We’ve had success with Team Chemistry in other parts of Wyeth and believe it is an important qualitative value
Transition
N/A
Resource Model
Client Tells
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37. We will bundle relevant Sectorial and Functional Expertise for your Project
Expertise in ITU’s bid context
Public Services
IT-Strategy
FET1
Major Service Provider of the sector
20% of Capgemini global revenues
PS Community
10’000 dedicated consultants
Global knowledge Management repository
Rapid solution devlpt for UN agencies
Process improvements, budgeting, publications, ERP-implementations…
Transformation
Operations, process, technology, organisational changes
Transformation Community
900 worldwide consultants
Working with CIOs
Adapted solutions
Transformation Events
Multi-years engagements
Tier 1 player
In all areas of FET
FET Community
1'400 dedicated professionals
Extensive Community Home Space
Leveraging approach
Back-to-basics
Bob Kaplan alliance for Activity Based Management
1 FET = Finance & Employee Transformation
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38. Furthermore, we are confident to master all Aspects of your Core Systems
Expertise in ITU’s core systems
SAP
Documentum
HR/Access
Tier 1 implementation partner
Consistently ranked as Top 3 SAP integrator
SAP Community
>3’100 dedicated SAP consultants + ADCs1
1’500+ SAP implementations
SAP R/3
300+ value-added upgrades
Currently 15 R/3 4.7, 162 R/3 4.6 upgrades
Global preferred alliance partner (non strategic alliance)
Regional Center of Excellence for EDM-Systems2
Located in Utrecht/NL
100 consultants w/i CoE
of which 20 functional & technical Documentum experts
Global Technology Alliance with IBM
Two times IBM World Beacon Award for partner excellence
IBM and Capgemini have repeatedly and successfully integrated SAP and HR/Access solutions
15+ dedicated HR/Access – SAP consultants in France
ADC = Advanced Development Centers
EDM = Electronic Document Management
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39. We know your Industry
Expertise in ITU ecosystem: customers, consultants
Public Entities
Operators
End Users
States
Telecom, Industry, Commerce and Media Departments
International entities EU
ESA (EGNOS, GALILEO)
WIPO
R&D
Universities, Research Centers, EU Programmes
Phone & internet
Strategy, operations, CRM, billing, IT
France Telecom, Swisscom, etc.
Medias
Radio, TV, webnews broadcasters
Radio Suisse Romande, TF1, etc.
Infrastructure
Network, satellites, hardware, software…
Alcatel, Convergys, Cisco, HP, IBM, Microsoft, etc.
Financials
Banking sector, Insurances…
Transportation
Air Traffic Control, airlines, railway…
Armed forces, police
fixed and mobile systems
Others
public, private, individuals…
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40. CONTENTS Executive Summary What we propose Who we are Q&As
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41. Thank you for your kind attention!
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