A journey of a thousand miles begins with a single step
Lee Beardmore, Vice President, Innovation, Capgemini’s Business Services
One of the greatest things about working in Capgemini’s Business Services is the ability to work with a wide range of clients, across a broad spectrum of different industries, in locations all over the world.
Despite the increasing urgency for global businesses to digitize and standardize operations, many companies are, understandably, unsure of what the journey entails, and are reticent to buy in to a big transformation. We get it. There are a lot of different solutions out there, and even if you do have a plan in place, the prospect of a massive change across multiple geographies or business units, without the guarantee of a risk-free transition, can be terrifying.
This paper explores some of the “small steps” that our teams have taken on the road to big, successful transformations.
These are based on real stories and prove that largescale, global, multi-discipline transformations sometimes rely on getting just one or two things right very early on in the process.
These stories are not sequential, by any means. And not every story will be relevant to every organization. But our team has been candid with the challenges they faced during their transformation journeys, and the “small step” they took to overcome them. I think there is a lot to be learnt from the various approaches.
One thing each of these stories has in common is that the teams applied a robust transformation process model to deliver results, even when the conditions changed. But more interesting is the important role of human collaboration and communication in any digital transformation journey.
No matter whether an organization manufactures structural ceramics or produces Hollywood blockbusters, every organization has a set of established practices and beliefs that can either help or hinder the transformation process. The importance of well-planned change management and mutual respect cannot be understated.
We’ve spent a lot of time discussing how to “demystify digital,” and in all the examples below, our teams worked closely with our clients to execute dramatic, digitally-driven business transformations that in turn, have delivered real results.
I hope you enjoy reading these stories, and I know that you will find value in them.
Starting with a proven methodology
The maps we use on any digital transformation journey
Each of the transformation journeys referenced in this paper follow a set of steps based on proven frameworks to guide every effort and decision. These frameworks are adapted and modelled on the specific parameters of each company according to their objectives.
Digital Operating Model
Using a best-in-class Digital Operating Model ensures a flexible, platform-based methodology for business transformation and benchmarking that delivers the right operating model for an organization based on the following levers:
- Grade Mix—right team structure to perform and supervise activities
- Location Mix—right configuration of the Global Delivery Network to deliver the services
- Competency Model—right mix of skills and capabilities to deliver results
- Global Process Model—best-in-class processes to enable transition and to deliver consistent, high performance
- Technology—complete toolkit of applications to drive improved efficiency and effectiveness
- Pricing—comprehensive set up options to align performance with the desired business outcomes
- Governance—transparent three-tier structure to align strategy, reporting and operations to drive performance and outcomes. This includes a Command Center to report back with valuable insights into day-to-day process across each lever.
These seven levers are configured to provide a complete platform to create the right outcomes at the right pace, based on a business’s individual needs.
Of course, everyone has their own methodology and their own deployment plans where everything works on paper. But this is the real world, and the following stories reflect how our teams dealt with the unexpected.