1. Innovation in Capgemini UK

2. Sources for Innovation
Analogy
Insight,
accident
Forecasts
Conflicting
demands
INNOVATION
Market
studies
Problems,
Troubleshooting
New scientific
discoveries and
findings
Solution Diversification 2

3. Innovation in a Service Industry
Supplier Perspective
Client Perspective
Existing Idea/ Solution
New Idea/ Solution
Internal
External

4. For Capgemini UK, Innovation comes from
Global
Capgemini
Geographies,
Disciplines
New Partners,
Academia
Service Lines
UK & India
INNOVATION
Alliance
Partners
Client
Engagements
Individuals
Sectors

5. The Innovation Management Committee
Pilot Service Offer
IMC
INNOVATION
Sales & Clients
Pilot Capability
Service Lines
Park or Discard
Representation from across the business
Meets regularly, considers Innovation Ideas
Agrees to proceed to pilot, park or discard
Meetings minuted, decisions communicated

6. Innovation Management Process5.
Park/ Discard
Clients
Partners
Sectors
Service Lines
Communicate 4.
Invest 3.
Review
& Decide 1.
Initiate 2.
Shape 6.
Action 8.
Close
Innovation
Portal 7.
Support
People
Communicate
Insert "Author, Date"
© 2008 Capgemini. All rights reserved

7. Innovation Portal James Surowiecki’s "The Wisdom of Crowds” –
"large groups of people are smarter than an elite few, no matter how brilliant - better at solving problems, fostering innovation … predicting the future.“
The innovation portal allows our people to :
enter ideas in a “safe” manner
vote (and comment) on their colleagues ideas
See response from the organisation

8. A few examples of applied innovation
Rapid Design Visualisation
The University in Sales and Delivery
Use of the Cloud – external and internal
Internal Audit

9. Rapid Design Visualisation
Rapid Iterations Allowing Earlier In Process Solution Design
Increasing Opportunities For Feedback & Improvement
Balancing Standards With Customisation
Collaborative Design Approach To Deliver Business Solutions Within Defined Constraints
Design
Visualization
Using Simulations To Explore Complex Ideas With business & Technology Users
Setting & Managing Expectations

10. Moving from L&D to S&D
Over 10,000 Capgemini people each year use the University - a world leading capability in facilitation, presentation, education
Now available for client use :
Customer staff attend Capgemini training
Custom-built training programmes
Showcase the customer – and business issues
Coming to Capgemini University was a very good experience. I found a lot of energy and interest from all the people I met.
What stood out in particular was the openness and the curiosity I encountered. That was excellent …
..it isolates them in a good way and it’s a slightly different environment to the usual offsite environment ….
It’s very innovative, compared to the usual “death by PowerPoint” training that they get elsewhere.

11. Internal Audit The Business Issue:
Data security – leaks and selling data – resulting in lost revenues and loss of Intellectual Property
Breaches of confidentiality / leaks resulting in damage to the organisation’s reputation
Affects most if not all organisations in the public and private sector
An Integrated Audit Solution
Uses a sophisticated suite of integrated data mining techniques
Provides initial alerts for further investigations
Tracks behavioural patterns
Enables both internal and external security to be considered 11

12. Capgemini and the Cloud
Alliances and partnerships with Google, Amazon and others
Designed and Implemented Google based desk-top platforms at clients in Europe and US
Also starting to use Amazon Elastic Computing for internal development work
And who need a “pay as you go model”
We use AWS to radically reduce cost of solutions where:
Clients with highly variable demand
Who don’t have issues with security
And who need a “pay as you go model”

13. Summary - Critical success factors?
Have a process – stick to it.
Build a “shaping” stage – many good ideas need “forming”
Recognise contributions – provide feedback – evidence of action
Remember – it is all about exploitation
And Communicate, Communicate, Communicate