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Our History
Building the Future: A New Vision for the Future
By the end of the 1990s, the Group was benefiting from a technological high, fueled by the approach of the millennium, the introduction of the Euro and the Internet boom. Increasing economic investments, expanding globalization and widespread deregulation provided additional impetus for growth.
Riding the IT wave
As the 1990s drew to a close, Capgemini took advantage of a prevailing interest in IT services. The company signed major contracts and forged alliances with such partners as Microsoft, Oracle and Sun Microsystems, while becoming a leading specialist in implementing SAP global enterprise software.
Between 1996 and 1999, our sales nearly doubled and our headcount soared from 26,000 to 40,000. In 1999, we were voted “European Company of the Year,” and were firmly on track to becoming a global leader.
Battling the business slump
We strengthened our global position, particularly in the U.S. and Germany, with the acquisition of Ernst & Young Consulting in 2000; however, 2001 marked the beginning of a global business slump. As we saw our sales, headcount, profits and market share drop, we gathered an international team of IT service experts to launch Sogeti, which provides local professional services. We also established a new leadership team with Paul Hermelin as CEO and launched a comprehensive Group transformation program in June 2002.
By the end of 2003, we had implemented a new structure that focused on 5 business units: North America, Central & Southern Europe, Northern Europe & Asia Pacific, Outsourcing Europe and Sogeti. We centered our approach on building the Collaborative Business Experience® with our clients and prioritized 4 business lines: consulting, outsourcing, technology and local professional services. We also identified 3 strategic priorities: to make outsourcing our primary development track, to create and develop production capacities in low-wage countries and to engage more local professional services.
New mission and vision
With recovery on its way across all business units, it was time to start looking to the future. 500 executives gathered in Montreal for the 21st Rencontres in 2007 to discuss the Group’s ambitions for 2010. There, they launched a forward-looking transformation program known as i3 that focuses on the 3 pillars of Industrialization, Intimacy and Innovation.
They also identified a new mission and vision to guide the Group. Moving forward, Capgemini’s mission is to enable our clients to transform and perform through technology. Our vision is to lead by providing clients with insights and capabilities that boost their freedom to achieve superior results.
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