1. Balancing Capacity Growth and Standardization 

One of the core themes of the discussion was the delicate balance between growing manufacturing capacity for some Manufacturers and the need for standardization across multi-site MES deployments. As industries expand, especially in global manufacturing environments, the integration of contract manufacturers has become essential. However, scaling up comes with significant investments, and aligning organizational expectations across different sites remains a challenge. 

Key Insight: Balancing capacity growth with standardization is critical for successful MES programs, especially when integrating with contract manufacturers and managing large-scale, Greenfield deployments. 

2. AI/GenAI and Data Challenges 

The integration of AI/GenAI with MES was another hot topic. Although enthusiasm is high, and proofs of concept exist, there are significant hurdles to overcome. For instance, the proprietary nature of manufacturing data may not always align well with large language models, which limits their utility in some cases. Additionally, skill levels among colleagues, especially in certain languages, can pose challenges for widespread GenAI adoption. GxP validation is another significant concern. 

Key Insight: While AI and GenAI are promising, there’s a significant need for foundational work and data strategy alignment before these technologies can be fully realized within MES environments. 

3. Pathways for AI/GenAI Integration with MES

Following on the current and future states of AI/GenAI, the session also distinguished between different areas of focus within MES deployments. As one example, AI/GenAI can be used to develop and translate manufacturing recipes; In another example, it can be used to optimize manufacturing goals, such as enhancing flow through constraint points. The former is an example of enabling program design and rollout, while the latter is an example of value delivery from the MES investment. The consensus was that while program implementation efficiency/accelerating using advanced technologies is beginning, these techniques are not yet being fully leveraged to optimize broader manufacturing processes. 

Key Insight: AI/GenAI potential in MES is far-reaching, but its full use in optimizing manufacturing goals is still in its infancy. At present, most of the AI/GenAI efforts in MES have been in system design and rollout vs. in use of MES data to drive Manufacturing goals.

4. Risk Assessment and GxP Validation

As industries adopt more advanced technology applications and SaaS models within MES, the importance of leveraging risk assessments, particularly in GxP-validated environments, was emphasized. Discussions also highlighted the benefits of learning from out-of-industry benchmarks, particularly the automotive sector, which has managed to accelerate technology deployments with a high degree of standardization and efficiency. 

Key Insight: Risk assessment and validation processes must be tailored for advanced technologies and SaaS models, leveraging best practices from industries like automotive to drive efficiencies.

 5. Unlocking Value from Data

The session also considered the challenge of turning vast amounts of data into actionable insights. While MES deployments generate large volumes of information, the consensus was that most organizations are still at the stage where more data is being gathered and stored vs. serving value extraction. The true promise of MES will be realized when organizations can effectively use this data to optimize manufacturing processes and achieve greater efficiencies. 

Key Insight: The true value of MES comes from transforming data into actionable insights that optimize operations and unlock efficiencies in real-time. 

6. Organizational Alignment and Change Management

The session also touched on the importance of organizational alignment when deploying MES and that driving change requires an understanding of the operational realities on the factory floor. Engaging operators where they are, while maintaining strong sponsorship from top-level management, is essential to ensure that MES initiatives do not lose momentum. Organizational ownership of MES itself is also variable (IT, OT, or hybrid) and in some cases has shifted in ownership, with further exacerbates challenges in driving change.

Key Insight: Effective change management for MES deployments involves bottom-up engagement with operators and top-down support from leadership, ensuring alignment across organizational layers. 

7. Leadership and Operator Engagement

Another key change management takeaway was the role of leadership in fostering an MES-friendly operating environment. Engaging operators from the outset and considering their perspectives throughout the MES deployment process is crucial. Leadership must drive the conversation, ensuring that technology implementation aligns with operational goals. 

Key Insight: Leadership must play a proactive role in integrating operator perspectives and driving the MES deployment forward. 

Closing Thoughts and Conclusion

The session concluded with a sense of achievement and an acknowledgment of the challenges ahead. While considerable progress has been made in MES development, the journey toward the MES of the future is far from complete. That said, the group left the session energized, with a shared commitment to pushing the boundaries of what MES can achieve. 

The “MES of the Future” session at MES Berlin highlighted both the progress and the challenges on the road to advanced MES deployments. From balancing capacity growth with standardization to leveraging AI/GenAI, the discussion covered a broad spectrum of critical topics shaping the future of manufacturing. As industries continue to adopt innovative technologies, there’s a shared understanding that while we’ve made great strides, there is still much work to be done. We’re excited to be on this journey and would love to connect with others who are passionate about MES and the future of manufacturing. Feel free to reach out to discuss further or share your own experiences. 

Understanding the role of customer loyalty in banking and the five essential components of a customer-centric strategy.

Nurturing the vibrant garden of banking: identifying customer expectations in banking

In today’s evolving banking landscape, the shift towards personalized, seamless experiences across digital and physical platforms is undeniable. As digitization transforms interactions, banks must enhance customer journeys across all touchpoints. The Capgemini World Retail Banking Report highlights that 80% of customers are drawn to fast, easy-to-use personalized services, emphasizing the demand for instant gratification. Banks that excel in proactive and innovative communication see higher retention rates, underscoring the importance of customer-centric strategies in building trust and loyalty.

Preparing the soil: understanding the essence of customer loyalty

Just as soil preparation precedes planting, banks must first understand the needs of their customers. It’s not just about addressing these needs, but cultivating loyalty, much like nurturing a vibrant garden where deep, meaningful relationships are prioritized over mere transactions. In a competitive market, customer loyalty hinges on positive experiences across all services and interactions. As traditional banks and fintech disruptors compete, customer loyalty relies on enhanced service through transparency, innovation, integrated offerings, effective problem resolution, and quick support.

Watering the garden: role of customer service in building loyalty

Customer service is key to loyalty, using voice of the customer insights to translate feedback into strategies. The J.D. Power 2024 U.S. Retail Banking Satisfaction Study reveals an 8% increase in customers switching banks due to poor service, up from 5% in 2018. This highlights the critical role of customer service.

• Limited access and inconsistent support : reduced branch locations and hours, along with digital and physical channel inconsistencies, hinder seamless support.
• Unresolved issues and slow resolution : customers value accessible, knowledgeable representatives, but their unavailability leads to unresolved issues and reduced engagement.
• Impersonal and automated interactions : customers experience impersonal interactions due to generic services, feeling undervalued, with automated systems and long wait times amplifying frustration.

Feeding fertilizers to seedlings: essential components of customer service strategy

Enhancing key components of customer service boosts loyalty and cultivates positive experiences. Crucial components include:

1. Building loyalty through digital experiences: A seamless and user-friendly digital experience is essential. A frictionless digital experience directly correlates to customer loyalty. For instance, Erica, Bank of America’s AI-powered assistant, has handled over 800 million inquiries from 42 million clients, contributing significantly to customer satisfaction and retention.
2. Personalization is key: Customers expect personalized services, including tailored product recommendations and solutions. Banks leveraging customer data for personalized experiences foster higher satisfaction and loyalty. A Bain & Co. survey indicates that the more respondents felt their bank personalized the relationship, the higher NPS they gave.
3. Harnessing technology in customer service: According to Capgemini’s World Retail Banking Report contact center employees dedicate 82% of their time with customers to operational and support tasks, instead of focusing more productively on customer needs and sales. However, leveraging the latest technology like AI-powered chatbots and virtual assistants for routine inquiries can free up human agents for more complex issues. Many leading banks have deployed these technologies to answer frequently asked questions about account balances, transactions, and branch locations.
4. Relationship-based strategies: In a competitive landscape, prioritizing relationship-based loyalty is crucial. A decline in customer experience quality saw retention drop from 78% in 2022 to 76% in 2023, as reported by Forrester. Hybrid approaches excel in emotional engagement, and offering proactive financial advisory services and continuous feedback loops ensures customers feel valued and have enriched interactions.
5. Prioritizing human assistance: Despite technological advancements, human intelligence is unmatched in problem-solving. Customers crave real-time solutions often requiring a person who can empathize and deliver results. By empowering agents with the tools and knowledge to solve problems quickly and efficiently, banks can turn potential frustrations into loyalty-building moments. It’s about more than just answering questions – it’s about creating connections that make customers feel valued and understood.

Measuring customer loyalty isn’t just about numbers but about building deep connections. Metrics like CSAT, NPS, and CLTV provide insights, but the story goes beyond data. Analyzing feedback, decoding agent interactions, and segmenting the customer base reveal hidden loyalty drivers. By setting clear goals, choosing the right metrics, and listening to customers, contact centers can transform loyalty from a concept into reality.

Harvesting the fruits: harnessing the benefits of elevated loyalty in banking

In the banking industry, cultivating loyalty culminates in reaping substantial brand value and impacting the top line for banks. Retaining existing customers proves more cost-effective than acquiring new ones, highlighting the importance of prioritizing customer satisfaction.
Effective customer service not only boosts retention but also opens avenues for cross-selling, upselling, and referrals. These strategies collectively enhance revenue streams and foster sustained growth within the banking sector.

The success and stability of supply chains depends on how organizations re-define their operational practices and partnerships. Intelligent, connected ecosystems are a core component for delivering supply chain resiliency and continuous innovation.

In the last three blogs in this series, we looked at:

• How organizations are building supply chain ecosystems to drive resilience across their supply chains
• How disruption and data are driving supply chain transformation 
• And how supply chain organizations can leverage Capgemini’s unique Connected Enterprise approach to help them achieve this.

In this blog, we will look at the benefits and value organizations can gain by developing and implementing an intelligent, connected supply chain ecosystem.

Value-driven supply chain evolution

With the right supply chain ecosystem in place, organizations stand to unlock increased visibility into their supply chains. By re-adjusting data sharing among ecosystem partners, suppliers, stakeholders, and consumers, organizations can build better resiliency which breaks these siloes down, while building end-to-end, or ideally, 360-degree visibility.

Leveraging data analytics with ecosystem partners through forecast sharing and supply chain control towers can flag potential disruption before it impacts the supply chain. Additionally, risk simulation models can be run based on collected data to determine which operations are most vulnerable to siloization.

Ecosystems also play a vital role in improving supply chain resilience by acting as the nucleus of a wider end-to-end transformation arc. This helps to break down barriers between teams enabling them to work as one team to drive end-to-end supply chain transformation.

On top of this, by harnessing technologies such as digital twins and AI, organizations can gain better insights into their supply chains through testing various scenarios and models, and gauging the impact of potential disruption. This builds stability and durability for a supply chain, while also enabling ecosystem partners to be integrated at scale and with minimized risk.

Delivering real-world intelligent supply chain outcomes

To cite an example, a leading consumer packaged goods company was being challenged by fragmented operating models that was leading to inaccurate forecasting and inefficient logistics, which negatively impacted their enterprise. 

To overcome these challenges, the client needed to build intelligent, integrated, and customer-centric supply chain operations through streamlining and integrating its operations on a large scale. It needed an experienced and trusted partner to support this transformation.

Capgemini helped implement a connected, outcomes-driven strategy that centered around planning excellence, improving fulfillment reliability, and enhancing supply chain data performance. Our teams analyzed the client’s fragmented operations and reshaped its operating models into a cohesive whole.

This opened a new world of value for the client. Not only was the company able to save €50 million in cost reductions, but it unlocked €150 million in new revenue. It was able to boost forecast accuracy for higher track fulfillment rates, and even increased their order fulfillment rates by over 50% thanks to touchless, AI-enabled acceleration in supply chain planning. They were also able to benefit from a significantly reduced carbon footprint.

A one-stop solution to drive next-generation supply chain performance

The future success and stability of logistics depends on the ways in which organizations re-define their operational practices and partnerships. Connected ecosystems will become a core component for supply chain resiliency, while also providing a solid foundation for continuous innovation.

The benefits of aligning with the Connected Enterprise approach cannot be overstated, and as these technologies only get more sophisticated, organizations who do not adapt will find themselves falling behind and putting themselves into avoidable risk. And the benefits do not stop there.

Together, Capgemini and Kuehne+Nagel’s business ecosystem partnership leverages the Connected Enterprise to drive improved performance levels across your end-to-end supply chain by seamlessly integrating your planning and logistics management to reduce accountability, data, and intelligence mismatches.

To discover how Capgemini’s unique partnership with Kuehne+Nagel can help your organization drive improved, end-to-end performance levels across your supply chain, contact: joerg.junghanns@capgemini.com

Sustainability has become a fundamental pillar of today’s society. As European regulatory and societal pressures rise, telecom operators embrace sustainability. The telecom industry is indeed a critical contributor to global greenhouse gas emissions, although exact numbers vary.

To meet EU targets, the telecom industry must follow the Science Based Targets initiative (SBTi). This requires mobile network operators to cut emissions by 45%, fixed network operators by 62%, and data centers by 53% between 2020 and 2030to follow a science-based pathway toward net zero.

This is a significant challenge for an industry deeply rooted in technology and now the leading enabler of digital and cloud transformation for public services, businesses, and individuals. As a reminder, the European Green Deal aims for the EU to achieve climate neutrality by 2050.The telecommunications industry urgently needs to enhance and accelerate its sustainability practices. Alignment between telecom operators, regulators, and industry stakeholders is crucial.  In fact, 84% of the telecom executives surveyed in the latest Capgemini Research Institute Report “A world in balance” agree that sustainability regulation will be a beacon guiding organizations towards global climate goals.

European Telecom Operators are advancing in their commitment to sustainability

In the European Union, telecom operators committed early to sustainability – also motivated to reduce energy costs and dependency. According to a report by Capgemini Invent and CDP[1], the industry has improved its efforts and is now one of the two leaders in decarbonization maturity. However, a disparity exists among telcos, with some leading the way and others still refining their strategies in detail.

Overall, the operators aim to achieve net zero emissions before 2050, targeting dates between 2035 and 2041, with sub-steps set for 2030, primarily focusing on scope 1 and 2 emissions. Scope 1 emissions refer to direct emissions emitted by a company, whereas scope 2 emissions are indirect emissions from the purchase of electricity consumed by the company.

Table 1 – Telecom operator’s commitments to sustainability , Capgemini Invent, Analysis June 2024

An important advancement among key operators is the use of renewable energy, which shows the commitment to decarbonization. However, the extent of renewable energy usage varies greatly.

Many operators use green certificates despite concerns about greenwashing, legitimacy, and lack of connection to local green energy projects.

For a growing number of organizations, circularity is another key focus, incorporating strategies such as sustainable packaging, eco-designs, and the reuse, recovery, and recycling of network materials, along with the use of partnerships. Finally, certain operators go beyond standard sustainability measures by engaging in nature conservation projects such as reforestation, anti-deforestation efforts, collaborations with environmental organizations, and the purchase of high-quality carbon offsets.

To gain recognition for these activities, operators aim to have their targets approved by SBTi and achieve an ‘A’ score from the CDP. According to the GSMA  Report “Mobile Net Zero 2024”, 70 operators worldwide representing 68% of industry revenues, have set near-term science-based targets in 2023 – an increase from 50 operators in 2021. Additionally, the quality of disclosures has improved.

Telecom industry and regulatory bodies are taking steps to improve decarbonization efforts

Standardization bodies like ITU (United Nations’ International Telecommunications Union) have established guidelines and standards for procurement, circularity, sustainable supply chains, material efficiency, e-waste management, and facilitate tracking decarbonization efforts. Additionally, ITU standards for energy efficiency outline how big data and AI can optimize smart energy management for telecom sites and data centers, prioritizing renewable energy.

The GSMA, representing the interest of mobile operators worldwide, supports the industry’s commitment to sustainability through programs like ClimateTech, which promotes greater integration between digital technology and climate mitigation. Their Sustainability Assessment Framework evaluates mobile operators’ operational performance and societal impact as well as leadership in addressing global challenges and opportunities.

Regulatory bodies are also actively working to enhance the sustainability of the industry. Beyond the activities taken by the European Commission, the Body of European Regulators for Electronic Communications (BEREC) emphasizes sustainability objectives in its 5-year strategy launched in 2020. These include enhancing the understanding of European telecom regulators regarding sustainability issues, contributing to the attainment of ICT-related objectives outlined in the Green Deal and UN Agenda 30, and aiding in measuring the digital sector’s environmental impact.

In line with these targets, guidelines, and frameworks, local telecom regulators across the EU are implementing strategies and conducting studies to enhance the industry’s sustainability within their respective nations.

Some regulators focus on understanding the environmental impact of digital technologies through detailed studies and annual inquiries, while others use consumer surveys to gauge awareness and attitudes regarding environmental impact. Overall, national regulators utilize distinct indicators when measuring sustainability, targeting operators, device manufacturers, and data centers.

Table 2 – Key EU regulators on sustainability and their actions, as per BEREC report* Source: Capgemini Invent, Analysis June 2024

Call for fostering the implementation of a unified industry specific measurement framework

Despite the telecom industry’s efforts to commit to and enhance sustainability, significant challenges remain due to its complex relationship with sustainability, as shown by the increasing volume of data and energy consumption driven by digital connectivity. In the near term however, the industry must balance  profitability with environmental sustainability.

The varied and unaligned approaches among EU telecom regulators and operators highlight the lack of standardized sustainability metrics and differing progress levels. This complicates measuring sustainability efforts and hinders comparability across peers.

To enhance and accelerate industry sustainability practices, European regulators must gain alignment and collaborate closely with operators and other stakeholders to foster the implementation of a unified industry-specific sustainability measurement framework with three ambitions in mind:

• Compare CO2 benchmarks for different network models: Develop a benchmarking system that standardizes CO2 reduction metrics across different network infrastructures (e.g., fixed vs. mobile network). This system would use uniform CO2 reduction metrics (e.g., energy consumption per unit of data), allowing to set clear, quantifiable targets and supporting companies to measure their progress against peers and industry standards. Organization like CDP for example can be instrumental by maturing and marketing better their industry-specific models and KPIs.
• Build trust by embedding sustainability in management practices: Data collection and reporting are already well advancing. Building trust on the ability for operator to meet their targets however requires to embed sustainability in the business strategy and management practices. Specifically ensuring that investments and operations align with environmental targets in a standard way.
• Identify and highlight industry leaders and best practices through a ranking or certification system: This would highlight best practices to encourage continuous improvement and allow for industry-wide comparisons and advancement. But also to position sustainability as a core differentiator in client’s provider choices and wider ecosystem building.

Such collective effort is essential to accelerate the sustainability transition of the industry and society, to reduce the risks of greenwashing and maintain progress amid geopolitical and political uncertainties.

TelcoInsights is a series of posts about the latest trends and opportunities in the telecommunications industry – powered by a community of global industry experts and thought leaders.

[1] https://prod.ucwe.capgemini.com/wp-content/uploads/2023/05/CDP-Capgemini-Invent_Report-July-2023_From-stroll-to-sprint.pdf

Gathering project requirements is laborious – and often incomplete or inaccurate. Here’s how Gen AI can make the process more efficient and comprehensive

The cornerstone of any successful software development project is comprehensive requirements. But gathering, analyzing, documenting, and structuring requirements can be tedious, and the results are often laden with errors.  

The traditional process for gathering requirements and documentation is manual, which makes it time-consuming and prone to inaccuracies, omissions, and inconsistencies. This can lead to miscommunication, missed requirements, and costly reworking needed later in the development process, all of which can impact the success of a project. 

Here’s a glimpse into how our team has been leveraging generative AI to improve the process of requirements gathering. Here’s how.  

Taking a RAG approach  

The retrieval-augmented generation (RAG) approach is a powerful technique that leverages the capabilities of Gen AI to make requirements engineering more efficient and effective. 

What is Retrieval-Augmented Generation (RAG)? 

According to Google Cloud, RAG (Retrieval-Augmented Generation) is an AI framework combining the strengths of traditional information retrieval systems (such as databases) with the capabilities of generative large language models (LLMs). By combining this extra knowledge with its own language skills, the AI can write text that is more accurate, up-to-date, and relevant to your specific needs. 

As a Google Cloud Partner, in this instance we refer to text-based Gemini 1.5 Pro, a large language model (LLM). Gemini 1.5 Pro automates and enhances requirements engineering, by using a retrieval system that fetches relevant document chunks from a large knowledge base, as well as an LLM that produces answers to prompts using the information from those chunks.

This system excels at interpreting the nuances of human language, allowing it to grasp the true intent behind user inputs and project documentation. Its deep language understanding leads to more accurate and relevant requirements.

Unlike conventional tools that simply rephrase existing information, Gemini 1.5 Pro can generate entirely new content, drawing on its vast knowledge base and understanding of user needs. This fosters innovation and ensures the system caters to unforeseen scenarios.

Gemini 1.5 Pro automates a significant portion of the manual work involved in requirements analysis, saving time and resources. It can handle large volumes of data with ease, making it ideal for complex projects. It’s also able to handle various document types, including Word, PDFs, CSV files, etc. It learns quickly with limited data, can reason through complex problems, leverages real-world knowledge, and transfers its learnings across tasks.

The following example illustrates a detailed response delivered through our RAG-based custom LLM, as compared to the response produced by a public LLM:

As these examples clearly show, the benefits of a RAG-based approach with Gemini 1.5 Pro include the ability to capture a wider range of stakeholder needs and expectations, which leads to more complete requirements.

Automating manual processes involved in gathering and documenting requirements reduces time spent and minimizes errors. It also proactively identifies dependencies between requirements and ultimately generates well-defined requirements with clear metrics. Thanks to Gemini 1.5 Pro’s ability to process large amounts of data, along with the scalability of Google Cloud, complex projects can be handled effectively.

What are the pros/ cons of using Gemini 1.5 Pro for RAG vs. other multimodal AI models?

Pros:

• Enhanced accuracy and relevance: Gemini 1.5 Pro combines traditional information retrieval systems with generative large language models (LLMs), resulting in more accurate, up-to-date, and relevant text generation1.
• Deep language understanding: It excels at interpreting the nuances of human language, leading to more accurate and relevant requirements2.
• Innovation and flexibility: Unlike conventional tools, Gemini 1.5 Pro can generate entirely new content, fostering innovation and catering to unforeseen scenarios3.
• Efficiency: It automates a significant portion of the manual work involved in requirements analysis, saving time and resources4.
• Scalability: It can handle large volumes of data with ease, making it ideal for complex projects4.
• Versatility: It can process various document types, including Word, PDFs, and CSV files4.

Cons:

• Dependency on data quality: As with all AI models, the effectiveness of Gemini 1.5 Pro depends on the quality and comprehensiveness of the data it retrieves and processes.
• Complexity: Again, as with all AI models, implementing and maintaining a RAG-based system with Gemini 1.5 Pro may require significant technical expertise and resources.

Use cases for a RAG-based approach to requirements engineering

The following use cases showcase two scenarios where we’ve found a RAG-based approach to requirements engineeringto be valuable.

User research and behavior analysis

• Use case: Analyze user interviews (audio and video data)
• Benefit: Gain deeper insights into user needs, pain points, and behavior beyond what’s explicitly stated. For example: identify frustration in user tone during interviews or observe user body language in videos.
• Expected outcome: Develop software that better addresses user needs and provides a more intuitive user experience.
• Challenge solved: Uncovers implicit user behavior and emotions not readily captured through traditional surveys or questionnaires.

Identifying operational inefficiencies

• Use case: Analyze security footage, equipment operation videos, and employee training sessions (audio and video data) to generate the functional requirements, user stories, or epics for the solution.
• Benefit: Identify and capture requirements for the potential security risks, inefficient processes, and areas for employee training improvement.
• Expected outcome: Develop software that optimizes workflows, strengthens security protocols, and enhances employee training methods.
• Challenge solved: Gain objective insights into operational processes by analyzing visual data alongside audio instructions or explanations.

Leveraging the cutting-edge capabilities of RAG and Gemini 1.5 Pro LLM offers a promising solution to the challenges faced in traditional requirements engineering. Automating generation, improving accuracy and scope, and ensuring security and explainability revolutionizes the way software requirements are gathered, documented, and managed, leading to a more efficient, effective, and secure the end-product.

Customers can connect to have a detailed discussion on their modernization journey where we can help them through the requirements analysis, functional requirements, epics and User stories generation.

Interested in exploring the Google Cloud RAG Based Custom LLM for your Analysis Phase Journey? Contact us for more information and an assessment – googlecloud.global@capgemini.com 

Exploring how embracing cloud security on Google Cloud can transform your business in an interconnected world. 

Many companies are prepared for the security challenges that will come their way, but others are far from ready – and that is a risky divide. Data security can literally make or break a business, but so many enterprises view it solely as a defensive practice. And the threats are significant. The global damage total from cybercrime is expected to reach $10.5 trillion by 2025. This is only made worse by ongoing global skills shortage, geopolitical challenges, and supply chain vulnerabilities.  

The rise of artificial intelligence improves and complicates the situation. Security teams can leverage AI to enhance compliance, data analysis, and defense strategies, but malicious actors will benefit too. AI-driven phishing scams, for example, will threaten both personal information and corporate defenses. Our recent report  concluded that “48 percent of business executives rate data protection and privacy concerns as among the biggest risks associated with generative AI.”

While security for generative AI use cases is still a work in progress, any organization using Gen AI applications must consider the security implications and put measures in place – whether using Gen AI tools for specific business use cases, or looking at preventing Gen AI-powered malicious activities.  

Security is essential for preventing threats but the tendency to see it only as a defense can create negative perceptions and may cause businesses to act out of fear. 

There is a different approach: security can be deployed as a business enabler. Of course, security operations and compliance are essential defensive practices as well, but enterprises that consider security operations to be more than just a necessary part of doing business can begin to leverage security as a tool for strategic growth. 

Transforming business security: Google Cloud’s “shared fate” approach 

Unlike other hyperscalers that provide customers with security components but let them assemble these themselves—often leading to errors—Google Cloud adopts a more collaborative approach with its clients. 

This starts with the build and deployment and continues through the lifecycle of their applications. Google takes a “shared fate” approach to security, meaning the company invests heavily in client outcomes – providing more prescriptive guidance and blueprints, which optimizes security in an opt-out approach that reduces overall risk as services in the cloud are built and migrated. Google also provides tools like Risk Manager at no additional cost to help clients manage ongoing security and compliance.  

We bring GC into the fold along with our best-in-class tools to manage our clients’ total estate – whether Google is the sole security vendor or one of many. Then we layer in a nuanced approach based on domain expertise and sector-specific needs. For example, thanks to our in-depth expertise in the unique security needs of the financial services sector, we can bring more specific control blueprints for things like SEC regulation compliance in the US, while also keeping an eye toward the future on new regulations like DORA in the EU. And this is equally the case in a wide range of sectors – from manufacturing to healthcare to aerospace and defense. 

While GC’s security blueprints provide very good baselines, our experience and expertise in industry empowers us to bring more granular and audit-proven security controls for client-specific verticals. We build on top of GC security solutions to add our compliance and regulatory expertise and augment risk transfer solutions by way of continuous compliance, which allows clients a real-time understanding of their security state. 

This level of granularity often relieves security concerns at the board level and enables enterprises to better optimize their cyber insurance posture, to keep insurance costs down while maintaining advanced coverage. 

Security can be an accelerator for business, paving the way for innovation and growth by fostering trust and confidence. That’s why we go beyond safety and compliance: we aim to deliver security solutions that allow our partners to grow and thrive. Here’s how. 

Security operations as a business enabler 

Capgemini’s approach to building and delivering cloud security solutions is both progressive and pragmatic – and driven by four key principles. 

1. Cloud infrastructure as an enabler – Cloud infrastructure enables all facets of security operations to be accomplished faster, more transparently, and more completely. Cloud security tools offer flexibility and agility, which ultimately improves security. 
2. Security is as much about culture as it is about strategy – When building and implementing a cloud security strategy, we believe it’s important to create support at all layers of the organization. Security needs to be an embedded partner and cannot be perceived as outside the team. 
3. The importance of starting with a solid foundation – Security has a critical role to play in overall delivery velocity, and automation here is key. But when you’re building automation, you need to have the right foundation first. 
4. Consider the future carefully – You don’t necessarily need to immediately adopt new security paradigms such as Zero Trust, self-healing apps, or AI for Security, but you do need to understand how they may change your business in the long run. 

We take a lifecycle approach to our cloud security portfolio, ensuring we fulfill clients’ needs no matter where they are on their journey to a secure cloud. For example, clients in the beginning of their cloud maturity model often benefit from quickly establishing effective governance and building appropriate compliance tooling. We work with them to establish their security foundations, while clients that already have governance or a consolidated cloud team often look for validation and ongoing assessment support. For them we look at cloud adoption, modern framework and workload assessments, and ongoing support as they establish their cloud security best practices.  

We leverage our experiences across more than 3,900 customers and 15 operations centers, as well as the best of GC’s tools, such as Chronicle SecOps’ speed and scale, threat hunting capabilities, and advanced analytics to ensure comprehensive security protocols are in place for all Gen AI applications and use cases. Together with Capgemini’s 24×7 monitoring and expertise with almost 100 playbooks, it’s a winning combination to help our clients achieve concrete business outcomes – over and over again. 

Interested in exploring the “shared fate” approach to cloud security with Google Cloud? Contact us for more information and an assessment – googlecloud.global@capgemini.com 

In today’s rapidly evolving business landscape, sustainability is no longer just a buzzword – it’s a critical driver for success and environmental stewardship. Organizations worldwide are realizing that integrating sustainable practices into their operations isn’t just beneficial for the planet, but for their business as well. A key enabler in achieving these goals is  My Sustainability Score,  a cutting-edge tool designed to engage employees, educate them on eco-friendly habits, and drive real behavioral change within the workplace.

Engaging employees in sustainability: The key to success

A significant challenge companies face when rolling out sustainability programs is getting employees actively involved. According to our CRI research , employees are more likely to stay  with companies that have strong sustainability commitments. My Sustainability Score addresses this by making sustainability efforts personal, engaging, and fun.

Employees are encouraged to incorporate eco-conscious habits into their daily work routine through gamification mechanics such as points, badges, challenges, and rewards. Whether it’s reducing energy use or minimizing waste, employees can track their progress and earn recognition for their sustainable behaviors. This competitive and rewarding experience not only boosts engagement but also strengthens the company’s culture of sustainability.

Educating at scale: Reaching every employee

Beyond engagement, education is vital to the success of any sustainability initiative. Many employees want to contribute, but may not know how to make meaningful changes. My Sustainability Score addresses this challenge by offering a multichannel education platform that scales across the organization.

With content ranging from sustainability articles and daily eco-tips to full-scale communication campaigns, employees are equipped with the knowledge they need to adopt greener habits. The tool’s integration with intranet platforms, virtual agents, and dedicated SharePoint sites ensures that the educational content is easily accessible, no matter the employee’s role or location.

This consistent stream of relevant information helps employees understand the impact of their choices, and promotes ongoing learning. As a result, companies can accelerate the shift towards more sustainable workplace practices.

Driving behavioral change with a structured approach

Creating awareness is just the first step – transforming awareness into action requires a more structured approach. My Sustainability Score is designed to drive lasting behavioral change by guiding employees on a personalized sustainability journey.

The tool is integrated with our premium workplace services offering, Experience Management Service (XMS), which measures employee behaviors in real time. By analyzing data on sustainability actions, the tool identifies opportunities for improvement, which  empowers employees to make impactful changes. This measurable approach ensures that sustainability becomes a central part of the company’s operations and culture.

Measuring, analyzing, and improving impact

For organizations committed to sustainability, tracking progress and analyzing outcomes is crucial. Our Experience Management offering provides robust measurement tools that allow businesses to track key sustainability metrics – such as CO2 emissions, energy consumption, and employee behavioral change accelerated by My Sustainability Score.

Organizations can visualize their sustainability efforts and evaluate their effectiveness by leveraging real-time data and integration with tools like Power BI and SharePoint. These insights enable leaders to prioritize future actions and continuously improve the company’s sustainability programs.

In fact, companies that set measurable sustainability goals have reported 20 percent greater profitability than those without measurable initiatives. By measuring impact, the tool empowers businesses to turn sustainability into a strategic advantage.

Building a culture of sustainability

Ultimately, the goal of My Sustainability Score is to foster a sustainability-first culture within organizations. By offering a seamless blend of engagement, education, behavioral management, and impact measurement, the tool helps employees feel invested in the company’s environmental goals.

When employees understand their impact and are recognized for their contributions, sustainability becomes ingrained in the company culture, leading to a more committed and environmentally conscious workforce. The benefits extend beyond environmental impact – research shows that companies with strong sustainability cultures outperform their peers in terms of employee productivity.

A future of sustainable workplaces

The shift toward sustainable workplaces is not just a trend – it’s a necessity for business resilience and environmental stewardship. By leveraging this tool, organizations can create meaningful and measurable changes that benefit the planet and drive long-term success.

The future of work is sustainable, and My Sustainability Score is at the forefront of this transformation, enabling businesses to build greener, smarter, and more engaged workplaces.

As more organizations embrace this innovative solution, we’re paving the way for a more sustainable and prosperous future. Ready to lead the change? Discover how Capgemini’s My Sustainability Score can help your organization build a more sustainable workplace and drive real environmental impact. Contact us.