Consulting. Technology. Outsourcing.

Cap Gemini was founded as a startup 50 years ago by Serge Kampf. Today it is one of the world’s largest IT outsourcing and consulting corporations. Cap Gemini is headquartered in Paris, France and operates in 44 countries, worldwide. Last year revenue for the company totaled more than €12.5 Billion. Cap Gemini provides services in application management, IT consulting, managed services, and custom solution development.

 
193,000 employees
 
6.89% employee growth
 
5.20% revenue growth
20, avenue André Prothin
Paris 92927
France
623 Fifth Avenue
New York, NY 10022
United States
6 Battery Road
Singapore 049909
Singapore

Focus Areas

Capgemini’s services include their application development and maintenance platform which enables clients to better align their applications with business processes to increase efficiency. Capgemini also champions their economic Application Portfolio Management tool, based on their research of over 67,000 applications, to help clients assess their IT processes and create an action plan going forward. Other services in this unit include the Automation Drive and Wide-Angle Application Rationalization Program.

In addition to application management, Capgemini offers a host of other IT managed services. Capgemini offers manages service based on their ‘access, recommend, act’ model either as part of a larger outsourcing contract or as a standalone offering. They have experience managing services for large, complicated projects, such as the UK electronic customs system

The subsidiary Sogeti is the home of Capgemini’s technology and engineering service. Sogeti has 25,000 employees in 15 countries and focuses on enabling the digital transformation of enterprises using their delivery model known as Rightshore. Sogeti offers outsourcing services encompassing cloud, cybersecurity, digital manufacturing and quality assurance.

Capgemini consultants advise clients on IT strategy, finance digitalization, CIO strategy, and big data analysis.  Over 3,000 consultants draw on their nuanced understanding of the digital economy and their research with MIT Center for Digital Business to enable their client’s transformation. Capgemini is offering modeling and analytics as a complement their other consulting services to help identify room for improvement and provide solutions to address those challenges.

Strategic Initiatives
Cloud

Capgemini views cloud as integral to digital transformation age. They provide services in cloud strategy, migration, and management. Capgemini can help companies determine if they should consider a public, private, or hybrid cloud and can also assist in building new applications customized to the cloud. Capgemini collaborates with numerous cloud providers including AWS, SAP, Oracle, and Microsoft.

Cyber

Capgemini has expanded to offer services and solutions in cybersecurity. They promise to advise, protect, monitor, and hunt. Advising services include cybersecurity consulting and attack simulation.Their protection services include application security and identity-as-a-service offerings. Capgemini also offers 24/7 emergency response services from their security operations centers.

Data Insights

Businesses need to use data to inform their decisions, and Capgemini’s Insights & Data Global Practice aims to help their clients get a better grasp on their data ecosystem.   Capgemini combines expertise in business and data science to enable businesses to unleash their data and empower decision makers with insights.  Specific services include data management, data warehousing, insights-as-a-service, and information governance.

Reviews

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Notes to SharePoint Migration & IT Program Development

"Their organized approach resulted in a quicker, cheaper and better delivery than with all the other project managers."

Quality: 
3.5
Schedule: 
3.5
Cost: 
3.5
Willing to refer: 
4.5
The Project
 
$200,000 to $999,999
 
Apr. 2016 - Ongoing
Project summary: 

Capgemini collaborated with multiple service providers to deliver a service-delivery app that replaced numerous previous applications. Tasks included ideation, infrastructure development, and data migration.

The Reviewer
 
201-500 Employees
 
Oslo, Norway
Jorn Jorgensen
CTO, Goodtech Co
 
Verified
The Review
Feedback summary: 

Capgemini planned properly in order to meet the critical delivery window; they overshot by a nominal amount. Because speed was so critical, some corners were cut by all parties. They overshot the budget on one complicated project. Still, they were a valued partner and delivered high-quality work.

A Clutch analyst personally interviewed this client over the phone. Below is an edited transcript.

BACKGROUND

Introduce your business and what you do there.

I’m the CIO of Goodtech, an engineering solutions, projects, and services company. Our core business involves automation and industrial IT.

OPPORTUNITY / CHALLENGE

What challenge were you trying to address with Capgemini?

In 2016, we had a major program that touched on all our service-delivery applications. The solution would replace a number of applications we had been using.

SOLUTION

What was the scope of their involvement?

We engaged with Capgemini in several different areas. Consultants from their team were involved in the preparation and planning of that program. Their project managers were involved in the program delivery and architectural services. They have provided development for several of our projects in a staff augmentation capacity.

We had an ERP migration project, and also used Capgemini for SharePoint/Office 365 architecture work, as well as for the rebuilding and data migration for an application which had been hosted in IBM Notes, to the SharePoint platform.

The initial project on which we used Capgemini’s consultant as a project manager involved the migration of our accounting system ERP. We were looking to clone the installation we had with the previous service provider, set it up in a new hosting center with another third-party, and perform all other auxiliary tasks like splitting up data, setting up new interfaces, etc. The task involved project management and general IT skills, with no ERP knowledge necessary. There were three or four different vendors involved, including Unit4, our system provider, the outgoing IT service providers, the incoming IT service provider, our internal people, and the future application management service provider.

How did you come to work with Capgemini?

The project pre-planning was started in the middle of 2015. I don’t know the background of this, since I only joined the organization in April 2016. The relationship was underway from that point. The Capgemini consultant involved in that phase, who also supported us in various capacities in the first three or four months of the program’s implementation, was quite competent. He worked for us a project manager, business analyst, and a program manager. He was a very thorough, conscientious person with very good IT skills. He was not a professional project manager or business analyst, but he managed to cover all of these areas in an acceptable way, and was someone whom we could trust to get things done. It was more of a personal trait of this individual, than anything specific to Capgemini.

When we continued to choose Capgemini for other tasks, it was largely based on the relationship we had already established. One important factor was that most of the resources we used from Capgemini were sourced from their Bergen location, which had been hit hard by the crisis in the oil and gas industry. Their pricing was very aggressive as a result, and it was a differentiator relative to their competitors.

How much have you invested with Capgemini?

We had a very high level of risk, with buffers for everything on the financial side. So far, everything I’ve discussed was within those frames.

The most recent project had a cost of around 4 million Swedish Krona [approx. $475,000] from the pre-project stages to completion.

What is the status of this engagement?

We started working with Capgemini in 2016. The last project was wrapped up in mid-January 2017.

RESULTS & FEEDBACK

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

The initial project was not run very lean, but the point was that it was run by the book by Capgemini’s consultant, following our internal processes as well as possible. That turned out to be the best approach, compared to the Agile "corner-cutters" who ended up overshooting budgets, delivery dates and everything else.

The high-level metric here is the delivery date. There was an absolute cutoff on Dec. 31, 2017. The project had two or three milestones prior to that date, starting with the middle of 2016. We had to move back one of the implementation periods because of our finance reporting cycle, but there was a high risk that we’d have to do that from the start. Because the process was properly planned to begin with, it was no disaster at all. Risk mitigation was properly managed as well.

The delivery was on time, although overshot by one month. Everything was done on budget, including all the items which were included in the specifications.

The analysis phase was not done as thoroughly as it should have been, but, on a general level, we were cutting corners in all directions. Many of the decisions during the planning phase turned out to be completely wrong, but the assumptions were made by the business. If Capgemini’s project manager had done his work better, he would have challenged some of those assumptions in a much more aggressive way. The result here was that we ended up missing certain modules. For example, one division of the business was using a project-planning module for invoicing. That whole module was left out of the initial scope.

Our Notes-to-SharePoint migration was a bit more complicated, featuring smaller custom-made apps which covered areas like HR quality, parts of project management, etc. The overall scope of the project was done to replicate the functionality of Notes in SharePoint, and ensure that the data we needed was migrated and put into the new solution. It was supposed to be a temporary, staging solution which ensured that we had the same basic functionality as with Notes. In this case Capgemini assigned a project manager/SharePoint solution architect. He was also helping us out at an application architecture level. In practice, what happened was that he dropped the ball completely on the project management, and didn’t do a very good job in terms of application architecture. He became so bogged down on the latter part, dealing with small challenges like how the data could be made to flow from one SharePoint list into a particular template, for instance. We look at this after the fact, we determined that the project manager was spending three-quarters of his time with technical troubleshooting items. The project management suffered tremendously.

At the end of the day, the project overshot completely in terms of budget. Capgemini didn’t deliver what they were supposed to at the end of the year, and we had to prolong the project into 2017. Because of this, we implemented some special metrics which were not planned for, around ensuring that we had enough copies of the Notes infrastructure to enable us to extract data well into 2017. We ended up in a steering committee meeting in the middle of January, putting offers down and stopping all activity. We took over ourselves, and managed it without Capgemini. In this project, they had project management, architecture and design as well as technical development and data migration responsibility. In general, looking piecemeal at the skillsets and competencies of these people, we found that they were very good, but very unstructured, and with a lack of focus on the big picture. They dropped the ball on the whole project management part, and the solution ended up being barely acceptable in terms of functional quality.

We aren’t working with Capgemini at this time, but we’ve given them feedback on the overall delivery. Despite this project, we’re still fairly happy with Capgemini. We’re taking a fairly big chunk of the blame for that Notes project ending up the way it did, and we certainly didn’t have enough governance resources around it, from a program or business standpoint. All in all, on a scale from 1 to 10, I would rate Capgemini a 7. They were flexible in making resources available, having them stretch into other competency areas, and getting the work done.

How did Capgemini perform from a project management standpoint?

When we dissected the entire initial program, it came out as the gold standard for managing projects. In isolation, it wasn’t a perfect delivery, but it was the best we had during that period. We are a small organization with a two-person IT staff. We were running upwards of 10 parallel application projects, so time was essential. We had a hard-cut of data at the end of the year, and there was no option to push anything to 2017 when the concessional service agreement ended. Most of these projects were not run by-the-book; there was a lot of corner-cutting when it came to process. As in many cases, this was the call of the project manager and project owner, who were in charge of those various parts of the program. At the end of the day, Capgemini’s consultant managed this process pretty much by the book, in a structured way following standard governance practices, making sure that all decisions were properly prepared and documented. He did it slowly but well, and the outcome of their organized approach resulted in a quicker, cheaper and better delivery than with all the other project managers, who were cutting corners.

Are there any areas Capgemini could improve?

Based on our findings from the postmortem analysis, most of the shortcomings weren’t really bad, and we had a large chunk of the blame. Our internal governance was not good enough. Were we to do the same thing again, I would insist that Capgemini out in one account manager, someone not necessarily involved with technical activities, but who kept accountability for all the delivery areas, and whom I, as the sponsor of the entire program, could interact with. This is the one single thing which would have changed the outcome of those programs. I have no reservations on working with Capgemini again, but I felt they lacked that type of role. The account manager we had was very commercial, mostly concerned about having us approve invoices, and not understanding in detail what was happening within various projects.

4.0
Overall Score I found them to be very helpful, flexible and good at securing resources when we asked for it. The customer service was good, and Capgemini’s members tried to do their best to help us.
  • 3.5 Scheduling
    ON TIME / DEADLINES
    Giving a rating here is a tricky proposition, but, looking at the metrics, I would say 3.5.
  • 3.5 Cost
    Value / within estimates
    On one side, we got very qualified resources for a low price, but, on the other one, they were badly managed, therefore expensive.
  • 3.5 Quality
    Service & deliverables
  • 4.5 NPS
    Willing to refer
    If the client has a larger and more complex engagement with various workstreams, I would recommend that they assign a single point of contact on Capgemini’s side, who will be responsible for coordinating all the work.

Team Augmentation for SAP Product Integration

"Their A-level folks have been an absolute blessing."

Quality: 
3.0
Schedule: 
3.5
Cost: 
3.5
Willing to refer: 
n/a
The Project
 
Confidential
The Reviewer
 
10,000+ Employees
 
Gilbertsville, Pennsylvania
IT Vice President, Healthcare Company
 
Not verified
The Review

Challenge

We needed the implementation of SAP ERP/HCM across multiple sites in multiple countries. We also needed to standardize our manufacturing documentation to match that of Vanilla SAP.

Solution

We had one overall lead and a group lead within each group, then an A, B, and C type person to support the lead along with multiple full-time equivalents working alongside them.

Results

They've done well. Their A-level folks have been an absolute blessing. We've been on track for 14 straight months and we're at about 5% under budget at this point. They have the best of the best. The lower level staff seem to be lost on their own and not collaborating with their A level personnel. They need to spread talent across all parts of the organization, not just the top level.

Team Augmentation for Unix Support for IT Company

"Their greatest strength is their knowledgeable employees."

Quality: 
4.0
Schedule: 
4.0
Cost: 
4.0
Willing to refer: 
n/a
The Project
 
Confidential
The Reviewer
 
10,000+ Employees
 
Athens, Georgia
IT Manager, Information Technology Company
 
Not verified
The Review

Challenge

We needed quicker Unix response.

Solution

They cater to 20,000+ users in our company.

Results

CapGemini has done very well. They finished before the deadline. Their greatest strength is their knowledgeable employees. I would recommend they give more opportunity to all applicants. They're worth it.

Business Process Outsourcing for IT Company

"CapGemini has exceeded our expectations."

Quality: 
4.5
Schedule: 
4.0
Cost: 
4.5
Willing to refer: 
n/a
The Project
 
Confidential
The Reviewer
 
10,000+ Employees
 
Bolingbrook, Illinois
IT Senior Manager, Information Technology Company
 
Not verified
The Review

Challenge

Our key organizational goal is to manage employee and management performance goals, productivity goals, profitability goals, innovation goals, market share goals, and social responsibility goals.

Solution

The projects were mid-sized and the scope of service was for timely delivery with cross training of the employees.

Results

CapGemini has exceeded our expectations. Their strengths are the knowledge bank that they have and their capability of delivering projects on time. I recommend having a well-defined goal and target to reach in proper intervals.