The difference one change can make

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Capgemini’s new Digital Global Enterprise Model is set to transform 21st-century business

Sport is often used as an analogy for business. Both activities are competitive; both rely on skill; both involve strategy and tactics.

Both also rely on teamwork – and it’s often the case that introducing a new player can have benefits that are both unforeseen and welcome.

Say a football team needs to be stronger in midfield. The new squad member can meet that need – but also, as a result, the strikers and the defense might be able to consolidate their own performance. What’s more, the new midfielder might have energy and enthusiasm that the other players find infectious. Everything changes – and changes for the better.

In business, too, changing one thing can change everything. Here at Capgemini, our Global Enterprise Model© (GEM) marked a major shift from traditional “lift & shift” business process outsourcing; and now, with the arrival of the Digital Global Enterprise Model©, or D-GEM, enterprises can expect nothing less than a transformation of their operations.

Upgrading business levers

With D-GEM, the new midfielder is automation. It not only changes the performance of technology, but of every other business lever:

  • Grade mix – automation can alter the scope and outcome of people’s performance. Low-level activities can be streamlined and enhanced; managers can achieve broader overviews and control of people’s work; and less experienced people can be both equipped and reskilled to take on more complex tasks. The result – everyone gets more job satisfaction.
  • Location mix – automation and other technologies enable the creation of virtual delivery centers, sharing knowledge, ideas and expertise beyond the confines of just one geography. We anticipate that upwards of 40% of traditional activities can be automated and conducted in the virtual delivery center.
  • Competencies – automation can transform grades throughout the enterprise. They can all grow and extend their role-specific achievements – and because they are inter-dependent, they can also enhance one another. Automation helps people not only perform tasks better, but learn and share new skills. Capgemini’s Automation Academy and Automation Library are among our own contributions to this.
  • Best-in-class processes – automation extends Capgemini’s ESOAR methodology (Eliminate, Standardize, Optimize, Automate, Robotize) beyond process performance and into new considerations, such as how newly liberated resources might now be employed to add value at scale and in new ways.
  • Technology – automation not only enhances business applications within the technology lever, but makes a transformative difference to the performance of all the others. At Capgemini, we map it to the human senses, in terms of the principal functions they perform – interacting (talk/listen); monitoring (watch); providing a service (act); analyzing (think); and knowledge (remember). We call this, the “Five Senses of Intelligent Automation,” and when all these senses are connected to knowledge and are integrated, we can achieve a fully artificially intelligent platform that reimagines the ways in which we work.
  • Pricing – automated “as-a-service” pricing approaches can not only improve outcomes but the very business model that gives rise to them, by standardizing volume processes and making it easier to identify and handle exceptions. What’s more, standardizing needn’t mean creating a climate of low customer expectations – on the contrary, automation can deliver improved quality of service, even as prices fall.
  • Governance – when transactions are recorded automatically and at scale, and when the tools exist to interrogate and shape that information – also automatically, and also at scale – enterprises can start to place even more emphasis on reporting and analyzing, on interpreting data, and acting on it. For example, they can use Big Data analytics to understand where and how they might create more business value.

By streamlining processes, reducing costs, and increasing insight, it’s calculated that D-GEM will be able to deliver productivity gains of up to 40–60% upfront, depending on the speed of adoption.

If you were a football club manager, isn’t that a player you’d want on your team?

Read a point of view by Carole Murphy about how D-GEM represents a single change of approach that can have consequences extending far beyond immediate circumstances to transform your whole business.

To learn more about how Capgemini’s Digital Global Enterprise Model© can unlock value across your business operations, contact: carole.murphy@capgemini.com

Learn how the Digital Global Enterprise Model© is a platform-based architecture for business transformation that guides the right digital operating model for your organization.

Carole  Murphy is responsible for developing and delivering transformational solutions for our clients. Drawing on over 20 years of experience across operations, consulting, and transformation, Carole helps large global organizations achieve their business objectives and operational excellence through BPO-led transformation and alignment of Capgemini’s Business Services and Group assets to deliver efficiency, value, and improved control in their operations. These include industry-specific transformational solutions across finance and accounting, supply chain, procurement, and analytics.

22nd Australasian Shared Services & Outsourcing Week 2019
June 12–13, 2019 | Pullman Melbourne Albert Park | Melbourn

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