Successful integration

To ensure the smooth integration of 3 different companies with diverse corporate cultures, senior executives from CAP and Gemini were promoted into positions of real responsibility. At the same time, local managers were given greater authority and autonomy. The “Rencontres” were held regularly to facilitate communication and collaboration.

Overhauling business lines

The mid-1970s were a period of transformation for the IT world. Businesses began to automate and computerize their processes to reduce costs, opening up opportunities for IT consulting services. Cap Gemini Sogeti began to focus on intellectual services, which were seen as more profitable and less investment intensive. Machine services, which accounted for 63% of revenue in 1973, had been reduced to just 8% by 1983.

International expansion

By January 1975, Cap Gemini Sogeti was present in 21 countries across Europe and in Morocco, Iran and Lebanon. In order to stay competitive, further globalization was necessary. The company decided to focus on industrialized countries with high-growth potential for investment, completing a range of acquisitions across Europe and opening a branch in Washington, D.C.

Thanks to a stronger international presence and more sophisticated services, Cap Gemini Sogeti counted 13,000 employees by 1989. Revenues hovered around 1 billion and the company was fully listed on the Paris Bourse, where it figured among the CAC 40 of the top French listed companies.