The best way to find out whether your strategy works or not is to ask your clients. Capgemini does this every year in a number of ways, one of which is by testing the appropriateness of its general approach through case studies, like the eight stories that feature in this year’s annual report.

These client studies provide a context in which to talk in depth with senior executives about how Capgemini goes to market, the relationships developed and the capabilities offered to these clients. These studies lead to wideranging discussions and provide priceless insights concerning the attitudes and business vision of client companies. They also make it possible to understand how Capgemini figures in their plans as partners for the future.

This year’s studies are especially interesting because they come a few months after the launch of the Collaborative Business Experience. By discussing the collaborative approach with clients, Capgemini has been able to find out, directly from them, how relevant it is for their needs, and how well they feel collaborative working has contributed to their own success.

The results of this approach are fascinating and reveal significant changes in outlook and partnering requirements across different sectors and geographies.

In Outsourcing, clients TXU and Mölnlycke Health Care noted Capgemini’s ability to be a risksharing partner, rewarded on outcome, as a critical factor in the clients’ own strategic planning.

In Consulting Services, both a major UK Government department, DfES, and a large Norwegian company, AKOP, spoke of how Capgemini’s support helped them to become more collaborative themselves: an essential change for their own future success.

With regard to Technology Services, Vodafone España cited Capgemini’s ability to work internationally, with multidisciplinary collaboration, in helping their own competitive performance. The IFP also showed how a greater focus on collaborative working is essential to delivering complex technology projects smoothly.

With regard to Technology Services, Vodafone España cited Capgemini’s ability to work internationally, with multidisciplinary collaboration, in helping their own competitive performance. The IFP also showed how a greater focus on collaborative working is essential to delivering complex technology projects smoothly.

Finally, it was striking to see how in Local Professional Services, both the Minneapolis Police Department and automotive giant PSA Peugeot Citroën Group noted the vital importance of their flexible, collaborative partnership with SogetiTransiciel as being a key factor in delivering successful projects.

Last year, Capgemini told the world that it believed collaborative working would perhaps be the single most important factor in achieving competitive advantage and longterm success for organizations of every different sort, in every sector and in every geography. From this year’s case studies, it really does seem that a lot of senior executives agree with this judgment.