DOCSLIB.ORG

CONTENTS BOARD of DIRECTORS Serge KAMPF CHAIRMAN

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
CONTENTS BOARD of DIRECTORS Serge KAMPF CHAIRMAN CONTENTS BOARD OF DIRECTORS Serge KAMPF CHAIRMAN Daniel BERNARD Yann DELABRIÈRE 02 Financial highlights Jean-René FOURTOU 03 The Capgemini Group Paul HERMELIN CHIEF EXECUTIVE OFFICER 37 Management report Michel JALABERT presented by the Board of Directors to Phil LASKAWY the Shareholders’ Meeting of April 26, 2007 (April 10, 2007 on first call) Thierry de MONTBRIAL 50 Report of the Chairman Ruud van OMMEREN of the Board of Directors Terry OZAN 61 Group Consolidated Financial Statements Bruno ROGER 116 Cap Gemini S.A. Summarized Financial Statements NON-VOTING DIRECTORS “CENSEURS” 123 Text of the draft resolutions presented by the Board of Directors to Pierre HESSLER the Shareholders’ Meeting of April 26, 2007 Marcel ROULET (April 10, 2007 on first call) Geoff UNWIN 126 Specific information STATUTORY AUDITORS 143 Cross-reference table PRICEWATERHOUSECOOPERS AUDIT repesented by Bernard RASCLE KPMG S.A. represented by Frédéric QUÉLIN The English language version of this report is a free translation from the original, which was prepared in French. All possible care has been taken to ensure that the translation is an accurate presentation of the original. However, in all matters of interpretation, views or opinions expressed in the original language version of the document in French take precedence over the translation. ANNUAL REPORT 2006 Capgemini 1 FINANCIAL HIGHLIGHTS CONSOLIDATED FINANCIAL STATEMENTS in millions of euros 2004 (1) 2005 2006 REVENUES 6,235 6,954 7,700 OPERATING EXPENSES 6,259 6,729 7,253 OPERATING MARGIN Amount (24) 225 447 % (0.4%) 3.2% 5.8% OPERATING PROFIT/(LOSS) Amount (281) 214 334 % (4.5%) 3.1% 4.3% PROFIT/(LOSS) FOR THE YEAR (534) 141 293 NET MARGIN (%) (8.6%) 2% 3.8% EARNINGS PER SHARE Weighted average number of ordinary shares 131,292,801 131,391,243 132,782,723 Basic earnings/(loss) per share (in euros) (4.07) 1.07 2.21 Number of shares at December 31 131,383,178 131,581,978 144,081,808 Earnings/(loss) per share at December 31 (in euros) (4.07) 1.07 2.03 Weighted average number of ordinary shares (diluted) 132,789,755 138,472,266 147,241,326 Diluted earnings/(loss) per share (in euros) (4.02) 1.06 2.07 NET CASH AND CASH EQUIVALENTS AT DECEMBER 31 285 904 1,632 AVERAGE NUMBER OF EMPLOYEES 57,387 59,734 64,013 TOTAL NUMBER OF EMPLOYEES AT DECEMBER 31 59,324 61,036 67,889 (1) Restated in accordance with IFRS. 2 ANNUAL REPORT 2006 Capgemini THE CAPGEMINI GROUP I – COMPANY HISTORY sector expertise. This year it posted net income of 293 million euros and revenues of 7.7 billion euros. Capgemini has regained Founded by Serge Kampf in Grenoble in 1967, Capgemini has its fighting spirit as demonstrated by the acquisitions of Kan- grown to become one of the world’s leading consulting and bay, FuE and Indigo. In addition, due to the deep changes in information technology service companies by driving a strategy of the market, the Group has decided to launch an ambitious and development and diversification that has combined both internal demanding program of development and conquest. and external growth. The Group has progressively extended its activities in Europe, II – THE CAPGEMINI DISCIPLINES in particular with the acquisition of Programator in Scandinavia, Hoskyns in the United Kingdom (1990), and Volmac in the A - One mission, four disciplines Netherlands (1992). The Capgemini mission: is to help its clients to transform in order to improve their performance. For this purpose, an inte- At the same time, Capgemini has developed its management grated service offering, comprised of sector expertise and specific consulting activities with the acquisition of two American com- disciplines, is proposed to them accordingly. panies, United Research and Mac Group, in the early 90s, the German company, Gruber Titze & Partners, in 1993, followed The four Capgemini disciplines are: by the French firm Bossard in 1997. • Consulting Services (CS): helping our clients to identify, structure and execute their transformation projects, for a long- More recently, the acquisition of Ernst & Young Consulting lasting impact on their growth and competitive edge. (2000) strengthened the Group’s global profile, significantly • Technology Services (TS or Integration): formulating, deve- increasing its presence in North America and in a certain number loping and implementing all kinds of technical projects, from of European countries. the very smallest to the very largest. • Outsourcing Services (OS): assisting our clients in complete The years 2001, 2002, 2003 and 2004 proved to be particularly difficult or partial outsourcing of their information technology systems for the IT service sector and it became necessary to rebalance Capge- and other closely-related activities. mini’s portfolio of activities in favor of two of its disciplines - local IT • Local Professional Services (Sogeti or LPS): offering a range services and outsourcing – and around the RightshoreTM concept. of information technology services adapted to local needs in terms of infrastructure, applications and engineering. The acquisition of Transiciel, at the end of 2003, enabled Capgemini to double the size of Sogeti, an entity formed in Present in thirty-two countries and with a workforce of 68,000, 2001 in the local professional services domain, and which generating revenues of 7,7 billion euros in 2006, the Group offers contributed 16% to Group revenues in 2005. In the area of a wide range of integrated services, organized around its four dis- outsourcing, from 2004/2005 onwards, the Group reaped the ciplines and sector expertise. Services range from strategy-making rewards from the efforts undertaken to establish its presence to the maintenance of IT systems. both in Europe and in North America by winning a number of major contracts (HMRC, TXU, Schneider Electric). Each of the four business lines, comprising the Group’s service offe- ring, exists as an autonomous unit with its own objectives, business In addition, Capgemini became the first European company to models and recruitment processes. By combining the expertise of take the offshore route. Capgemini chose to set itself apart from these units, integrated transformation services can be offered to our its major rivals by proposing an “à la carte” system for the pro- clients. Hence, the Group’s key strength lies in knowing how to vision of its services. The system is modulated according to the interlink its multiple skills in order to respond to projects requiring requirements, the project envisaged and the specific culture of the a crosswise approach, thereby satisfying the needs of clients seeking particular client. This is the idea behind RightshoreTM. commitment to the achievement of measurable, sustainable results. The Group’s profile has therefore changed significantly in a few Capgemini is independent from any software publisher or years, demonstrating an ability to respond to the new challenges hardware manufacturer. In an effort to provide our clients arising in the IT services and consulting industries. The 2005 with the best products and know-how, the Group has formed results evidenced this firm recovery. 2006 was a financial period a network of strategic alliances and partnerships. This enables of strong growth and increased profitability for the Group as us to freely and knowingly select and deliver reliable solutions, shown by the dynamism of its disciplines, strengthened by its precisely tailored to each and every client’s needs. Capgemini ANNUAL REPORT 2006 Capgemini 3 THE GROUP Capgemini is also able to deliver services in the location which best serves the assignment. This initiative has the ambition to regain global the interests of its clients – in terms of quality, cost and access to leadership in the transformation market “We have defined a similar the best expertise. Dubbed Rightshore™, this approach improves approach in Process Consulting by embedding business methodologies productivity and gives added value to services. Lastly, Capgemini and other methods and tools”, adds Antonio Schnieder. relationships are built on solid foundations of collaboration. The Collaborative Business Experience (CBE) is the Group trademark. Prospects for 2007. The Consulting market should maintain And the way in which results are achieved count just as much as its positive trend throughout 2007. The most beneficial way the results themselves, because client satisfaction is the number ahead for Capgemini Consulting is to focus on specific sectors one criteria in measuring success. and to reinforce its fields of expertise. The idea is to promote the integration process by including other Group disciplines and Mission and vision of the Capgemini Group to intensify the use of our new and innovative Transformation • Our mission: Enabling Transformation Consulting approach. Capgemini enables its clients to transform and perform through technologies. C - Technology Services • Our vision: Enabling Freedom 2006 was a year of sustained growth with, in particular, a number of Capgemini will lead by providing its clients with insights and major projects in a variety of sectors. The industrialization that accom- capabilities that boost their freedom to achieve superior results. panies innovation should enable the Group, in 2007, to meet the needs of an ever more global, ever more demanding client base. B - Consulting Services In 2006, growth and profitability were the order of the day for Background to 2006. Against the background of a more this discipline. Stimulated by economic globalization and the favorable economic climate, the Group’s clients have redis- large merger-acquisition projects underway, demand should be covered their desire for innovation. They are now making sustained in 2007. long-term investments in major projects, while striving to bring their costs down. Whereas, in the past, they tended to choose Background to 2006. The globalization of economic activity between one or other of these two paths, corporate clients are now opting pursued its course, drawing strong demand for strategy and for innovation and development while making substantial savings by management consulting in its wake.
Load more

Recommended publications
  • 2021 Microsoft Partner of the Year Award Winners and Finalists
    2021 Microsoft Partner of the Year Award Winners and Finalists The Microsoft Partner of the Year Awards acknowledge outstanding achievements and innovations from across our global partner ecosystem. This impressive group of partners and their solutions demonstrates amazing agility and creativity in building new technologies across the intelligent cloud to edge, all with the goal of exceeding customer expectations by bringing technology to life in meaningful ways. This year’s group of winners and finalists is an inspiring reflection of the impact our partner ecosystem enables through the innovative technologies they continue to build for our mutual customers. Across categories including Azure, Modern Work & Security, and Social Impact, our partners are dedicated to helping customers solve challenges and truly work to support our mission to empower every person and every organization on the planet to achieve more. Congratulations to this year’s winners and finalists, which have shown exceptional expertise, dedication to our customers, and care for our world through a year of change. Table of contents Partner of the Year Awards: Category Winners • Azure • Business Applications • Modern Work & Security • Industry • Social Impact • Business Excellence Category Finalists Country/Region Winners 2021 Microsoft Partner of the Year Award Winners – Category Azure 2021 Microsoft Partner of the Year Award Winners – Category 2021 Microsoft Partner of the Year Award Winners – Category Azure AI Icertis United States www.icertis.com Icertis’ strategic bet with Microsoft on Azure AI is delivering strong customer success and leadership positioning in the contract lifecycle management market. Hundreds of customers have been empowered through over 10 million contracts valued at more than $1 trillion, and in 40+ languages across 90+ countries.
    [Show full text]
  • Artemis Met Le Big Data Au Service Des Armées
    Artemis met le big data au service des armées Enjeu vital pour la défense du futur, le big data exige de réunir données, infrastructures numériques et compétences de pointe. Avec Artemis, la DGA bâtit une solution qui sera tout à la fois une plateforme technique, un environnement de développement et un écosystème d’innovation. Le consortium mené par Atos, avec Capgemini et le CEA, relèvent déjà le défi. «En fédérant l’innovation du monde civil et de la défense, Artemis devient la plateforme souveraine de big data au service des usagers du Ministère des Armées. Cet écosystème fera émerger des usages qui seront déployés dans des cycles courts, pour toujours garder l’avantage opérationnel» Le contexte Le challenge La solution La donnée, un enjeu critique Robustesse, agilité et sécurité Une approche en trois phases pour la défense Lancé par la DGA en novembre 2017, le La DGA s’est entourée de partenaires, dont Aide à la décision et au commandement, partenariat d’innovation Artemis s’inscrit Atos, afin de mener cet ambitieux projet cybersécurité, maintenance prédictive, santé dans cette stratégie générale. Il vise à doter en trois phases. La première a consisté à des militaires, combat collaboratif, drones, le ministère des Armées d’une infostructure réaliser un démonstrateur technologique, guerre électronique, … la donnée et ses de stockage et de traitement des données qui devait comporter toutes les briques de usages s’apprêtent à révolutionner le monde de masse, adaptée aux besoins de la défense la future plateforme : matériel (souverain de la défense, au point d’être considérée et capable de capter les innovations issues dans le cas d’Atos), forge logicielle à base de comme une évolution critique pour la du monde civil, avec des cycles courts de composants open source, expertises (data supériorité stratégique et opérationnelle développement.
    [Show full text]
  • 2018 Performance Related Share Grant
    October 3, 2018 Grant of performance shares to Corporate executive officers The Board of Directors of Capgemini SE, upon recommendation of the Compensation Committee, has decided during its meeting on October 3, 2018, to grant a total of 1 384 530 performance shares of the company Capgemini SE to employees and corporate officers of the Company and its French and foreign subsidiaries. Out of this total, reduced versus last year due to the share price evolution, 61 000 performance shares have been granted to Mr. Paul Hermelin, Chairman and CEO, and to Messrs. Thierry Delaporte and Aiman Ezzat, Chief Operating Officers, as follows: Board of Directors decision on As a reminder 03.10.2018 2018 % of the total 2017 % of the (total number of authorized (total number of shares total shares granted) amount * granted) authorized amount Mr. P. Hermelin 28 000 35,000 2.07% Chairman and CEO Mr. T. Delaporte 16 500 3,62% n/a n/a Chief Operating Officer Mr. A. Ezzat 16 500 n/a n/a Chief Operating Officer * Ceiling of 10% of the maximum allocation authorized by the Shareholders' Meeting of May 23, 2018 (23rd resolution) for the total allocation to Corporate executive officers For each of the Corporate executive officers, the final vesting of the shares, after a three-years acquisition period, is subject to the completion of the following performance conditions: • A market performance condition (35%) based on the comparative performance of the Capgemini SE share against the average performance of a basket of eight comparable companies in the same business
    [Show full text]
  • 2014 Registration Document Annual Financial Report Contents
    2014 REGISTRATION DOCUMENT ANNUAL FINANCIAL REPORT CONTENTS 1 4 Presentation of the Company Financial Information 129 and its activities 5 4.1 Analysis on Capgemini 2014 Group consolidated 1.1 Milestones in the Group’s history and its values 6 results AFR 130 1.2 The Group’s activities 8 4.2 Consolidated accounts AFR 136 1.3 Main Group subsidiaries and simplified 4.3 Comments on the Cap Gemini S.A. Financial organization chart 13 Statements AFR 195 1.4 The market and the competitive environment 15 4.4 Cap Gemini S.A. financial statements AFR 197 1.5 2014, a year of strong growth 17 4.5 Other financial and accounting information AFR 221 1.6 The Group’s investment policy, financing policy and market risks AFR 25 1.7 Risk analysis AFR 26 5 CAP GEMINI and its shareholders 223 2 5.1 Cap Gemini S.A. Share Capital AFR 224 5.2 Cap Gemini S.A. and the stock market 229 Corporate governance 5.3 Current ownership structure 233 and Internal control 33 5.4 Share buyback program AFR 235 2.1 Organization and activities of the Board of Directors AFR 35 6 2.2 General organization of the Group AFR 54 2.3 Compensation of executive corporate officers AFR 58 2.4 Internal control and risk management Report of the Board of Directors procedures AFR 70 and draft resolutions 2.5 Statutory Auditors’ report prepared in accordance with Article L.225-235 of the French Commercial of the Combined Shareholders’ Code on the report prepared by the Chairman Meeting of May 6, 2015 237 of the Board of Directors AFR 79 6.1 Resolutions presented at the Ordinary Shareholders’
    [Show full text]
  • Cloud Transformation/ Operation Services & Xaas
    Cloud Transformation/ A research report Operation Services & XaaS comparing provider strengths, challenges U.S. 2019 and competitive differentiators Quadrant Report Customized report courtesy of: November 2018 ISG Provider Lens™ Quadrant Report | November 2018 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strength and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of September 2018, for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time but those changes are not reflected in this report.
    [Show full text]
  • F I N a N C I a L R E P O R T 2 0
    FINANCIAL REPORT 2009 REFERENCE DOCUMENT CONTENTS BOARD OF DIRECTORS Serge KAMPF, Chairman Daniel BERNARD Yann DELABRIÈRE Jean-René FOURTOU 02 Financial highlights Paul HERMELIN, Chief Executive Officer 03 The Capgemini Group Michel JALAbert 23 Corporate responsibility and sustainability Phil LASKAWY 44 Report of the Chairman Bernard LIAUTAUD of the Board of Directors Thierry de MONTBRIAL 58 Management report Ruud van OMMEREN presented by the Board of Directors Terry OZAN to the Shareholders' Meeting of May 27, 2010 Pierre PRINGUET 75 Capgemini Consolidated Financial Statements Bruno ROGER 148 Cap Gemini S.A. Financial Statements 174 Text of the draft resolutions NON-VOTING DIRECTORS presented by the Board of Directors "CENSEURS" to the ordinary and extraordinary Shareholders' Meeting of May 27, 2010 Pierre HESSLER Geoff UNWIN 182 Specific information 200 Cross-reference tables STATUTORY AUDITORS PRICEWATERHOUSECOOPERS AUDIT represented by Serge VILLEPELET KPMG S.A. represented by Jean-Luc DECORNOY The English language version of this report is a free translation from the original, which was prepared in French. All possible care has been taken to ensure that the translation is an accurate presentation of the original. However, in all matters of interpretation, views or opinions expressed in the original language version of the document in French take precedence over the translation. 2009 annual report Capgemini 1 FINANCIAL HIGHLIGHTS CONSOLIDATED FINANCIAL STATEMENTS in millions of euros 2005 2006 2007 2008 2009 REVENUES 6,954 7,700 8,703
    [Show full text]
  • Deloitte Digital 1
    Deloitte Digital 1 Deloitte Digital We imagine, deliver, and run the future. September 2015 Deloitte Digital 2 Bring us your challenges, we’ll reimagine your future. Deloitte Digital is creating a new model for a new age—we’re an agency and a consultancy. We combine leading digital and creative capabilities with the deep industry knowledge and experience Deloitte is known for. That means clients can bring us their biggest challenges, knowing we have what it takes to bring a new business vision to life. Deloitte Digital 3 Part business, part creative, part technology. One hundred percent digital. From first contact to final delivery, Deloitte Digital combines cutting-edge creative with trusted business and technology acumen to define and develop tomorrow’s digital business, today. Deloitte Digital 4 We’re transforming today’s digital journey. We power the way our clients engage with their audience at every point of their journeys—in a way that no other agency or consultancy can. UNDERSTAND ENABLE ELEVATE BRAND TRANSFORM EXECUTE SCALE DIRECT INNOVATE VIA AND CUSTOMER AND DRIVE ORGANIZATION CAMPAIGNS MARKETING DIGITAL PREDICT ENGAGEMENT GROWTH AND PROCESSES CUSTOMERS Deloitte Digital 5 Global presence. Deloitte Digital 6 Our place within Deloitte. Consulting Tax Audit Risk Advisory Financial Advisory Technology Deloitte Digital Strategy & Innovation Human Capital • Technology Advisory • Digital Marketing & Content • Premier Strategy • Human Resources Transformation • Technology Strategy & • Ecommerce and Portals • Deloitte Innovation Architecture
    [Show full text]
  • Schedule 14A
    DEFA14A 1 a06-22752_2defa14a.htm DEFINITIVE PROXY STATEMENT RELATING TO MERGER OR ACQUISITION UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 SCHEDULE 14A Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 (Amendment No. ) Filed by the Registrant ⌧ Filed by a Party other than the Registrant Check the appropriate box: Preliminary Proxy Statement Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2)) Definitive Proxy Statement Definitive Additional Materials ⌧ Soliciting Material Pursuant to §240.14a-12 KANBAY INTERNATIONAL, INC. (Name of Registrant as Specified In Its Charter) (Name of Person(s) Filing Proxy Statement, if other than the Registrant) Payment of Filing Fee (Check the appropriate box): ⌧ No fee required. Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11. (1) Title of each class of securities to which transaction applies: (2) Aggregate number of securities to which transaction applies: (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): (4) Proposed maximum aggregate value of transaction: (5) Total fee paid: Fee paid previously with preliminary materials. Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.
    [Show full text]
  • WCD-127.Pdf 8.56MB 2016-07-11 11:38:51
    PLAINTIFF'S EXHIBIT AMERICAN I CER-544 eramlC• SOCIETY • ulletin October 1969 FEATURES I . Ceramic-Metal Systems Division--Composites, Enamels -~ t Carbon and Graphite on Program 917 t Timely Topics (Ceramic Educational Council) 918 Canadian Ceramic Society Host to International Com­ mission on Glass 921 • Nominations for Officers, 1970-71 ROSTERS Membership Roster Roster Addenda National Institute of Ceramic Engineers Roster Offices GSHorth Advertisers Index 24a Meetings Calendar .. ~. f Classified Ads 21a 103S j ., Members on the Move · .. ~ .. ,,,,";" AMERICAN CERAMIC SOCIETY BULLETIN Septel1l; Consulting Services 18a Necrology .......... 92S '. " .:..IMr 7, "", Vol. 48, No. ,. Publi,hed monthly by the I~ , I; . ':Ameri~o~ Coromic So~iety, ~5 N. HiS-h St., Colum· Equipment and Materials. 1034 • -:." bus, OhIO, 43214. 'nnted ,n the United St.te, cf New Products .......... 61 · ." A......ice. Subscription $12.50 a yeor. Forei..n posto..e In Print for Ceramists ... 12a : : .> '$LlIO adelitionel. Si'"1'o ccpie. $2.00 plu, pcttaQe• • :. ~lId-clo.. polta..o paid at Columbu., Ohio. Allow ; Personal Notes 211 J.0f': '<~II Journal Authors 922 • • weeks for addre•• chan..... < Cerami~ :;- ,; ::0 Copyright "" by The Amorican Society Library Shelf .. 20a Schools !':;),1';' .· CERAMICB~j ., Nominations for Officers, 1970-1971 American Ceramic Society Materials & Equipment Division President-Elect: WILLIAM J. SMOTHERS Chairman-Elect: CARL W. GARTNER • Bethlehem Steel Corp., Homer Resean:h Labs. General Color & Chemical Co., Minerva, Ohio Bethlehem, Pa. Vice Chairman: RICHARD C. HANNON Vice Presidents: Salem, Ohio (R. T. Vanderbilt Co., Inc.) EUGENE E. BRYANT, Ferro Corp., Cleveland Secretary: CARL E. HAGBERG, Trenton, N. J. RICHARD M. FULRATH, University of California, Berkeley (Kentucky-Tennessee Clay Co.
    [Show full text]
  • Everest Group PEAK Matrix™ for Devops Service Providers 2019
    ® Everest Group PEAK Matrix™ for DevOps Service Providers 2019 Focus on Capgemini September 2019 ® ™ Copyright © 2019 Everest Global, Inc. This document has been licensed for exclusive use and distribution by Capgemini EGR-2019-32-E-3316 Introduction and scope Everest Group recently released its report titled “DevOps Services PEAK Matrix™ Assessment and Market Trends 2019 – Siloed DevOps is No DevOps! ” This report analyzes the changing dynamics of the DevOps services landscape and assesses service providers across several key dimensions. As a part of this report, Everest Group updated its classification of 20 service providers on the Everest Group PEAK Matrix™ for DevOps services into Leaders, Major Contenders, and Aspirants. The PEAK Matrix is a framework that provides an objective, data-driven, and comparative assessment of DevOps service providers based on their absolute market success and delivery capability. Based on the analysis, Capgemini emerged as a Leader. This document focuses on Capgemini’s DevOps services experience and capabilities and includes: ⚫ Capgemini’s position on the DevOps PEAK Matrix ⚫ Detailed DevOps services profile of Capgemini Buyers can use the PEAK Matrix to identify and evaluate different service providers. It helps them understand the service providers’ relative strengths and gaps. However, it is also important to note that while the PEAK Matrix is a useful starting point, the results from the assessment may not be directly prescriptive for each buyer. Buyers will have to consider their unique situation and requirements, and match them against service provider capability for an ideal fit. Source: Everest Group (2019) unless cited otherwise ® Copyright © 2019, Everest Global, Inc.
    [Show full text]
  • IDC Marketscape Names Accenture a Digital Strategy Leader | Accenture
    IDC MarketScape IDC MarketScape: Worldwide Digital Strategy Consulting Services 2021 Vendor Assessment Douglas Hayward IDC MARKETSCAPE FIGURE FIGURE 1 IDC MarketScape Worldwide Digital Strategy Consulting Services Vendor Assessment Source: IDC, 2021 June 2021, IDC #US46766521 Please see the Appendix for detailed methodology, market definition, and scoring criteria. IDC OPINION This study represents the vendor assessment model called IDC MarketScape. This research is a quantitative and qualitative assessment of the characteristics that explain a vendor's current and future success in the digital strategy consulting services marketplace. This study assesses the capabilities and business strategies of 13 prominent digital strategy consulting services vendors. This evaluation is based on a comprehensive framework and a set of parameters expected to be most conducive to success in providing digital strategy consultancy. A significant component of this evaluation is the inclusion of digital strategy consulting buyers' perception of both the key characteristics and the capabilities of these providers. This client input was provided primarily from the vendors' clients, supplemented with a worldwide survey. Key findings include: . Consultancies are getting the basics right. Reference clients that IDC spoke with were impressed by the quality of the people from the leading digital strategy consultancies. On average, reference clients gave consultancies highest scores for people quality, action orientation, and client-specific insight. This indicates that digital strategy consultancies are getting the basics right — they are recruiting smart and empathetic people and are training and developing them well, they are getting to know their clients inside out, and they are producing very useful advice as a result. Clients want to be challenged more than ever by their digital strategy consultants.
    [Show full text]
  • The Dark Side of Social Media Alarm Bells, Analysis and the Way Out
    The Dark Side of Social Media Alarm bells, analysis and the way out Sander Duivestein & Jaap Bloem Vision | Inspiration | Navigation | Trends [email protected] II Contents 1 The Dark Side of Social Media: r.lassche01 > flickr.com Image: a reality becoming more topical by the day 1 Contents PART I ALARM BELLS 7 2 2012, a bumper year for social media 7 3 Two kinds of Social Media Deficits 9 4 Addiction in the Attention Deficit Economy 10 PART II ANALYSIS 12 5 Ten jet-black consequences for Homo Digitalis Mobilis 12 6 Social media a danger to cyber security 20 7 The macro-economic Social Media Deficit 21 8 How did it get this far? 22 PART III THE WAY OUT 25 9 Dumbing-down anxiety 25 10 Basic prescription: social is the new capital 27 11 The Age of Context is coming 28 12 SlowTech should really be the norm 30 13 The Slow Web movement 31 14 Responsible for our own behavior 33 References 35 Justification iv Thanks iv This work is licensed under the Creative Commons Attribution Non Commercial Share Alike 3.0 Unported (cc by-nc-sa 3.0) license. To view a copy of this license, visit http://creativecommons.org/licenses/ by-nc-sa/3.0/legalcode or send a letter to Creative Commons, 543 Howard Street, 5th floor, San Francisco, California, 94105, usa. The authors, editors and publisher have taken care in the preparation of this book, but make no expressed or implied warranty of any kind and assume no responsibility for errors or omissions.
    [Show full text]