CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:26 Page 1 PREMIUM CSC'S MAGAZINE N° 005 / AUTUMN 2008 / WWW.CSC.COM/BE / SOUTH & WEST EUROPE

AIRPORTS TURNING TO SUPPLY CHAIN MANAGEMENT

IDENTITY MANAGEMENT / CSC WORKING ALONGSIDE EUROPEAN GOVERNMENTS PAGE 22

CAREER MOBILITY – A NEW ISSUE FOR HUMAN RESOURCES / INTERVIEW WITH ANNE MARION-BOUCHACOURT, SOCIÉTÉ GÉNÉRALE HR DIRECTOR PAGE 24 CSCO_0808103_Premium_N5_VA_Belge.qxp:Mise en page 1 7/10/08 15:22 Page 2

CONTENTS

NEWS FEATURE TRENDS 4 Brand positioning CSC unveils 8 Airports: turning to supply chain 20 Putting the brakes on customer its new brand / IT outsourcing management churn and marketing burn Renewed contract with global How can complex airport procedures The “Business Gain rail leader be made to flow smoothly in order From How You Retain” study to satisfy passengers? 5 CSC cycling CSC sees yellow 22 The key challenges of identity in the Tour de France / The Financial 12 Air France Industries optimises and access management Executives survey Data quality/ aircraft on-wing maintenance CSC working alongside european information integrity cited as top Since 2003 Air France Industries has been governments technology issue / Strategic supplier planning the construction of a new group CSC among five suppliers maintenance building at Roissy airport to work on the UK National Identity to improve on-wing maintenance. Scheme This construction project rapidly became a major industrial project

5 12 24

6 Direct Debit Way New solutions EXPERIENCE FACE-TO-FACE for SEPA / Financial management CSC partners with vacature Vlerick Winter 14 BHP Billiton 24 Anne Marion-Bouchacourt, Academy / Omnilocation suite Underground traffic system Société Générale HR Director Increased visibility helps efficiency improves mine safety Career mobility – a new issue for human and security resources 16 DIRECTV 7 Traffic management Speed freaks Growing after supply caught on camera / Olympic Games chain makeover VIEWS Medals and high emotion for CSC athletes 18 Virgin Money US 26 Getting ready for innovation Improving its customer-facing Innovation itself is already complex web site to change the face enough, but organising innovation of lending can be very tricky, especially given the personal nature of innovative ideas…

FOR MORE INFORMATION: WWW.CSC.COM/BE

PREMIUM Silver Top Com 2008 in the “External Magazine” category — Autumn 2008, N° 5 / CSC, COMMUNICATIONS DEPARTMENT: 10 place des Vosges, 92072 Paris La Défense Cedex, www.csc.com. DIRECTOR OF THE PUBLICATION: Claude Czechowski. EDITOR-IN-CHIEF: Megan Shaw. REGIONAL CONTENT COMMITTEE:

AUTUMN 2008 AUTUMN Grégory Cann, Stefania Di Cristofaro, Susana Garcia, Montserrat Martinez Zacarias, Isabelle Wintmolders. CONTRIBUTORS TO THIS EDITION: Rui Barbosa, Xavier Barrier, Sérgio Bastos, Stéphane Berthier, Alexander Black, Coralie Bonnet, Laurent Bourdery, Camilla Brazzelli, Marques da Costa, Stefania Di Cristofaro, Kobus Du Plessis, Lode Fiey, Daniel Frauman, Pierre Kalfon, Jérémie Korenfeld, Christophe Lienhard, Hélène Marquette, Arjen Mollee, Jean-Pierre Montal, Ecaterina Panu, Xavier Pavie, Francesca Petrucci, Frédéric Pichard, Liliane Rodrigues,

/ CSC Lidia Scarpelli, José Luis Simón, Quitéria Soares, Stéphanie Tostivint, Alessandro Valletti Borgnini. PHOTOS: Manuel Lagos Cid, BHP Billiton, Tim de Waele, Bombardier, Jean-Marie Liot, UKVisas, STEN, Air France, Montserrat Martinez Zacarias, UDIFAR, DirecTV, Virgin Money, Lester Lefkowitz/Erik Isakson/Angelo Cavalli/James Lauritz/Getty Images, Michel Labelle, Ostseefoto, Michel Urtado; PRINTED BY: Drifosett, av. Georges Henri, 450 1200, Brussels, Belgium. DESIGN-PRODUCTION: . Opinions expressed by contributors are their own. Reproduction in whole or in part without written permission is strictly prohibited. PREMIUM 2 CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:26Page3 SUMMER SEASON A BUSY MANAGEMENT CONSULTING. CSCREPORTED REVENUEOF$16.5 BILLIONFOR THE 12MONTHSENDEDMARCH28,2008. PROCESS OUTSOURCING; APPLICATIONS SOFTWARE DEVELOPMENT; WEBANDAPPLICATION HOSTING; AND AND CSC’SOWN ADVANCED CAPABILITIES. THESEINCLUDE SYSTEMS DESIGNANDINTEGRATION; ITAND BUSINESS CSC PROVIDES INNOVATIVE SOLUTIONS FOR CUSTOMERS AROUNDTHEWORLD BY APPLYING LEADING TECHNOLOGIES TO MEETTHEIRSPECIFICCHALLENGES ANDENABLETHEMTO PROFITFROMTHEADVANCED USEOFTECHNOLOGY. COMPANY. WITH APPROXIMATELY 90,000 EMPLOYEES, CSCISALEADINGGLOBAL INFORMATION TECHNOLOGY SERVICES PRESIDENT, GLOBAL BUSINESS SOLUTIONS, EMEA PRESIDENT ANDCEOSOUTH&WEST EUROPE CLAUDE CZECHOWSKI ABOUT CSC CSC’S MISSION ISTO PROVIDE CUSTOMERS ININDUSTRY ANDGOVERNMENT WITHSOLUTIONS CRAFTED which reflects ournew identity. Enjoy your reading! suggestions, impressions andcomments, particularlyon that you willbepleasedby ournew identity. Pleasedonothesitate to pass alongyour believe thatwe have found therightformula withCSC'snew branding andwe hope fundamentals andtheneedfor innovation isbothsubtleand indispensable. We of thisscaleisal CSC was kept busy thissummerby thelaunchofitsnew brand identity. Repositioning during the“Tour deFrance àlavoile” yachting race. athlete. Finally, we are alsovery proud ofthesuccess shared by CSCandstudents the goldmedalintimetrialrace, beatingGustav Larsson, anotherTeam CSC held inPeking,FabianOlympic Games Cancellera ofSwitzerland (Team CSC) won France thanksto theperformance ofCarlosSastre andhisteammates. Duringthe to thecontrary. Team CSCwas magnificent inwinningthemost recent Tour de This summertheathletes belongingto CSCteams didnottake abreak either. Quite and nolongerjust interms ofjuxtaposedprofessions. must increasingly adoptalogistical visionandthinkinterms ofcommon procedures for example. This editionof the activitiesofvarious players andintracking objectsthrough RFIDtechnology, and safety. ITsystems play akey role inthiscomplex equation, bothincoordinating smoothly andcomfortably, whileatthesametimeensuringahighlevel ofsupervision two mainchallenges:to guarantee that thepassenger travelling experience flows frequently optingto fly. Faced withthisinfluxofpassengers, airlinesmust take up apply isairtravel. Asfares become more andmore economical, travellers are One economic sector where theexpression “summer break” certainly doesnot ways a delicate exercise. a ways Strikingthebalance between thecompany’s Premium will explore how, intheageofhub, airports Premium’s new layout, EDITORIAL

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NEWS

BRAND POSITIONING CSC UNVEILS ITS NEW BRAND When CSC launched the strategic growth initiative Project Accelerate in May 2007, investing in CSC’s brand was announced as key to supporting the five strategic growth initiatives. After an intensive exercise involving representatives from CSC’s strategic client base,

employees and management, led by one of the global leaders in branding, Interbrand, CSC unveiled the repositioned brand internally on May 29th 2008. The internal brand launch took the form of a series of “follow-the-sun” events around the globe, starting in Australia and ending at CSC’s new global headquarters in Falls Church, near Washington, in the United States. At those IT OUTSOURCING events, employees learned about CSC’s new positioning, RENEWED CONTRACT the strategy behind it and the creative expression that will help WITH GLOBAL RAIL LEADER bring it to market. In addition to a new logo and a bold SC has renewed its outsourcing services. These include said André Navarri, president and unexpected design scheme, Cinformation technology desktop, service desk, network and of Bombardier Transportation. we also formally changed outsourcing agreement application management services “We are pleased to extend our name to CSC, dropping with Bombardier Transportation, for more than 20,000 users at our relationship with Bombardier,” Computer Sciences Corporation an operating group of Bombardier sites across 33 countries around said CSC Chairman, President from all communications except Inc. The new seven-year, $1.2 billion the world. In addition, CSC and Chief Executive Officer where legally required. CSC’s choice contract, which has an incremental will now provide overall integration Michael W. Laphen. “Our global to unveil the brand internally first value of approximately $944 for service ticket tracking and IT services expertise and was deliberate. Our employees are million, is an extension and reporting, which will enable legacy of experience in the

AUTUMN 2008 AUTUMN our key asset so giving them the expansion of services that began end-to-end service management manufacturing and transportation chance to engage in this important under a 2002 contract that was across Bombardier’s IT environment. industries position us well

/ CSC step in CSC’s history before valued at $700 million over seven “This renewed agreement with to help Bombardier achieve launching externally was critical. years. Under the new agreement, CSC will ensure that our employees its business goals.” CSC will continue to provide have quality IT services and

PREMIUM CONTACT Bombardier Transportation with support, 24 hours a day, 365 days CONTACT 4 MEGAN SHAW // [email protected] a full range of infrastructure a year from anywhere in the world,” JERRY MCCROHAN // [email protected] CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page5 IN THETOUR DEFRANCE CSC SEESYELLOW CSC CYCLING S “I CITED AS TOP TECHNOLOGY ISSUE DATA QUALITY/INFORMATION INTEGRITY THE FINANCIALEXECUTIVESSURVEY improving dataqualityremained Information Technology. While FEI’s Committee onFinance & International (FEI)–and affiliate ofFinancialExecutives Foundation (FERF)– theresearch with FinancialExecutives Research conducted by CSCinassociation Executives survey. The survey was Technology Issues for Financial of respondents) inthe10thannual CFOs (according to 42percent critical technology concern among its positionasthemost pervasive will definitely remain themost but theTour deFrance 2008 many successes, inmany arenas, the team in2001,there have been Since CSCbegansponsoring events, theTour deFrance. of theworld’s greatest sporting has madeitsmarkonone and thetalentsofitsriders,CSC to incredible team spirit weet, sweet victory! Thanks information integrity” retained mproving dataquality/ Young Rider, whilethewholeTeam securing theprize for the Best the White Jersey rightto theend, gave iteverything to holdonto Andy Schleckfrom Luxembourg of theentire team. The 23year old mountain stage andthesupport thanks to asuperbeffort inthe with theinfamous Yellow Jersey Spain’s CarlosSastre, cameaway memorable. The CSCteam captain, owever, less than performance. However, less negatively impacting business that information integrity was of respondents reported cent per technologies. Nearly70 they planto invest inCPM-based cent last year) reported per to 61 of respondents (compared cent per issue. This year, 68 continues to beanacute business performance management(CPM), performance, orcorporate decision-making andmonitor analytical information to support the needfor better andmore timely a criticaltechnology issue for CFOs, ntnhave existing programs. in ten revenue, onlyaboutseven with more than$5billioninannual integrity. Even amongorganisations monitor andreport oninformation have formal, ongoing programs to half ofrespondents reported they home victory. of thewholeteam inbringing the involvement andsacrifices team work, collaboration, and of cycling andthevalues ofCSC: typifies theessence ofthe sport Team competition. Sastre’s win CSC Saxo Bankcametop inthe MEGAN SHAW // [email protected] CONTACT RICHARD GORMAN// [email protected] CONTACT www.csc.com/FEIsurvey2008. can befound at Executives Issues for Financial copy ofTechnology A downloadable Carlos Sastre of Team CSCrider Tour deFrance cycling’s 95th Spain wins identity card, passport orboth. a choice ofreceiving aseparate start from offering 2011/12, everyone British citizens athighvolumes will life insociety. The enrolment of as they start outontheirindependent to assist theminproving theiridentity on avoluntary basisto young people 2010 identitycards willbeavailable the NHSandNetwork Rail.” From with theUKGovernment inUKvisas, across theworld andexisting work record inidentitymanagement programme. Buildingonour track the UKGovernment onthisimportant to have theopportunityto work with operations said:“CSCisdelighted CSC's European NorthernRegion Nick Wilson, President of for theUKBorder Agency. and Asylum fingerprintprocessing UK Passports andImmigration These includeservices for issuing contracts thatare dueto expire. projects willbeto replace existing next five to ten years. The first National IdentitySchemeover the projects whichwilldeliver the win specificcontracts for thevarious a seriesofmini-competitions to The group willcompete in Strategic SupplierGroup for scheme. framework contracts andto form a and Thales have beeninvited to sign been named:CSC,EDS, Fujitsu,IBM, National IdentityScheme(NIS)have Service (IPS)andto deliver the with theUKIdentityandPassport fiveThe supplierschosento work IDENTITY SCHEME THE UKNATIONAL TO WORK ON FIVE SUPPLIERS CSC AMONG SUPPLIER GROUP STRATEGIC MEGAN SHAW // [email protected] CONTACT

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NEWS

FINANCIAL MANAGEMENT CSC PARTNERS WITH VACATURE VLERICK WINTER ACADEMY

housands of ambitious Tprofessionals will be applying for one of the 16 places in the prestigious Vacature Vlerick Winter Academy 2008-2009, a project for talented managers who have DIRECT DEBIT WAY between seven and fifteen years’ NEW SOLUTIONS work experience. Eight women FOR SEPA and eight men, selected after a competition, will receive special The switch to a Single Euro Payments training from Vlerick professors Area (SEPA) is currently in full swing, in a magnificent winter location. and according to ABI (Italian Banking This year’s lucky few will spend one Association), “the sheer scale of this week in Montreux in Switzerland Academy – will be highly visible our support of such important pan-European project puts it on a par on the course entitled “financial with this key target audience and training initiatives by extending with the switch to a single currency.” management for non-financial also has the honour of being able our partnership to the CSC is working closely with credit managers” taught by leading to send one of its managers Winter Academy” said institutions, offering a range of professors from the cutting edge to Montreux to participate in this Lode Fiey Human Resources services to support them with the of management education. enriching experience. “After Director of CSC in Belgium. challenges posed by the change in In our continuous search for high- our recent partnership with the the European landscape, which will calibre recruits CSC - as partner Vacature Vlerick Summer School CONTACT bring heightened competition, of the Vacature Vlerick Winter 2008, we are proud to continue LODE FIEY // [email protected] a need to adapt to new standards, the integration and harmonisation of procedures and the need to offer OMNILOCATION SUITE new services. With DDWay – PE Direct Debit, the new international INCREASED VISIBILITY solution born out of CSCs extensive experience in payment systems, HELPS EFFICIENCY AND SECURITY banks will now be able to offer the SEPA Direct Debit transaction service, interface can integrate multiple which will soon be implemented location and mobile asset tracking in the target zone. Adaptable to any systems, including inventory potential development prompted by management, vehicle tracking, institutional or market changes, the access control, and status and application is available immediately, maintenance schedules and is simple and fast to integrate of infrastructure. OmniLocation thus requiring very little investment. is available in three service Leveraging the European SEPA offerings designed for specific competence centre, CSC has made needs: Location Object Field its experience, skills and the solutions Tracking (LOFT), Location available to guarantee a smooth, Intelligence Safety Application operational change-over process (LISA), and Chain of Custody for every stage of the journey. Asset Tracking (CoCAT). “CSC’s Intesa San Paolo, CSE, SEC Servizi and commitment to ongoing research ICCREA Banca have already chosen the SC has launched its and RFID, with static and dynamic and development ensures that CSC solution. The application, which COmniLocation suite of information about people, OmniLocation implementations are is currently used by clients carrying enterprise visibility solutions. The equipment, vehicles, assets and scalable and support a high degree

AUTUMN 2008 AUTUMN out integration tests, will be fully up offering will provide public and infrastructure. Organisations of customisation.” said Daniel and running by 2009, in accordance private sector companies with can monitor the real-time location Munyan, Logistics Solution

/ CSC with the SEPA plan put together by a new level of visibility to improve and status of assets in motion or Architect for CSC’s North American the EPC (European Payment Council). the safety, security and efficiency at rest through a single, interactive, Public Sector business unit. of their employees and operations. real-world Web interface using

PREMIUM CONTACT OmniLocation integrates location- Google Earth products and Web CONTACT 6 STEFANIA DI CRISTOFARO // [email protected] based systems data, such as GPS 2.0 methods. In addition, the BERNARD CHARTIER // [email protected] CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page7 of traffic safety andmobility. solutions for theimprovement dynamic traffic management is specialisedindelivering turnkey CSC’s Traffic Managementunit Works andWater Management. by theDutch Directorate for Public in monitoring systems operated measurement oftraffic volume detector canbeusedfor the In addition,theiROSE©loop Dutch PublicProsecution Service). Bureau ofTraffic Enforcement ofthe section control for theBVOM (the is already beingusedfor speedand cut outatspeedsabove 250kph.It 300 kph,whereas theoldequipment demons atspeedswell inexcess of length. The system cancatch speed and determine theirspeedand system to detect passing vehicles is theiROSE©loopdetector, a applications oftheiROSE©package Roadside Electronics. Oneofthefirst iROSE©, whichstands for Intelligent developed anelectronic package, of CSCintheNetherlandshas Traffic Managementbusiness unit growth market seriouslyandthe kilometres. CSCistakingthis 1,900 grown over thepast 10years to the lengthof“looped”roadway has information. IntheNetherlands, road safety andproviding are excellent for traffic enforcement, Detection loopsintheroad surface ON CAMERA CAUGHT SPEED FREAKS TRAFFIC MANAGEMENT ARJEN MOLLEE// [email protected] CONTACT A FOR CSCATHLETES MEDALS AND HIGHEMOTION OLYMPIC GAMES He finishedaheadofSweden’s Olympic goldinthemen’s timetrial. list of successes by winning Switzerland addedto hisimpressive champion Fabian Cancellara of events. Doubleworld timetrial triumph, andexcelled intheroad present after theirTour deFrance cycling, Team CSCriderswere recently.Beijing OlympicGames In were inthespotlightat thletes supported by CSC a mixed bagofemotions. After supported by CSC,experienced Léonore PerrusofFrance, also In fencing theyoung sabre fencer came infifth. rider inthisyear’s Tour de France, classed asthebest under-25 from Luxembourg, AndySchleck race. Meanwhile theyoung rider also took bronze inthemen’s road rider, whotook thesilver. Cancellara Gustav Larsson, anotherCSCTeam success infuture competitions. Let’s wish her allthebest for wasn’t there for Léonore thistime. during great sportingevents just That “littlesomething”you need missing outonapodiumplace. French team endedupfourth… just her efforts didn’tpay offasthe women’s sabre team. Unfortunately, was the best French fencer inthe the individualcompetition, she being pr Fabian Cancellara won Olympicgold of histeam mate Gustav Larsson in themen’s timetrial ahead ematurely eliminated from

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FEATURE

AIRPORTS: TURNING TO SUPPLY CHAIN MANAGEMENT LARGE INTERNATIONAL AIRPORTS ARE CITIES IN THEMSELVES, BOTH DUE TO THEIR COMPLEX ORGANISATION AND THEIR SIZE. THE TRAVELLER IS SOMETIMES A VICTIM OF THIS REALITY: LONG WAITING TIMES, DELAYS, CUMBERSOME SECURITY CHECKS… HOW CAN COMPLEX AIRPORT PROCEDURES BE MADE TO FLOW SMOOTHLY IN ORDER TO SATISFY PASSENGERS? BY FOCUSSING ON NURTURING A DIALOGUE BETWEEN THE DIFFERENT PROFESSIONS INVOLVED AND BY INTRODUCING INNOVATION. THE VALUE OF THIS APPROACH HAS BEEN CLEARLY DEMONSTRATED BY THE PARTNERSHIP BETWEEN AIR FRANCE AND CSC (SEE P. 12 FOR REPORT). 8 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 9

X

Around 5 billion passengers travel through the world’s airports every year. 9 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 10

FEATURE

early 5 billion passengers THE HUB travelled through the world’s airports last year, ROISSY AS Naccording to the Airports Council International's most A EUROPEAN recent annual report. “Today, flying has become commonplace: it takes MODEL just a few minutes to decide to fly The hub is a concept that was developed to the other end of the world; it takes during the 1980’s by airlines in the US. All just a few clicks to buy a ticket… connecting flights converge on a single Accordingly, clients expect things to platform. The hub synchronises both flow as smoothly when they arrive at medium-haul and long-haul flight schedules the airport,” explains Laurent Bourdery, and manages landings and take-offs in refuelling and cabin crew operations. transportation and tourism manager waves. Every day, 24,000 passengers and Created in 1996 as an Air France initiative, for CSC. This brings us straight to 28,000 pieces of luggage pass through an the Roissy hub has proven itself to be vital the heart of the paradox that players airport like Roissy-Charles de Gaulle, for an for the development of air travel traffic. The in the air travel sector must face. average of 800 take-offs and landings, that challenge is to increase the number of How can these two perspectives is, one every two minutes. In 2010, a connecting flights while further optimising – that of the traveller who expects projected 66 million passengers will pass waiting times between flights. Currently the things to flow smoothly and quickly through its doors. More than 7,500 people premier European platform, the Paris hub and that of a complex, industrial ensure passenger processing, management offers passengers the opportunity to fly organisation – be reconciled? of airplanes and luggage, as well as the nearly anywhere in the world with a single coordination of baggage handling, ticket and a single check-in. AIRPORTS: SUPPLY CHAIN CROSSROADS Large international airports are cities in themselves. In 2007, 55 million travellers passed through the Roissy-Charles de Gaulle airport in Paris! Large airport hubs are designed to meet the needs of travellers, air crews and employees. This makes them places where many different professions and service providers and their divergent interests converge, and occasionally confront each other. Airlines, police, customs, facilities managers, hosting staff and aircraft technical services… up to 50,000 people play a part in airport operations. They all have their own constraints and priorities. Whilst an airline's objective is to make passenger movement flow more smoothly, the police and customs officials focus on security, resulting in multiple checks which are often time-consuming. Airports also act as vast crossroads for loads and flows which cannot be stockpiled: supplying kerosene to airplanes, delivering meals, tracking luggage, coordinating arrivals and departures, and allocating parking spaces.

AUTUMN 2008 AUTUMN REDUCING THE INCIDENCE OF HAZARDS AND DISPARITIES

/ CSC Airports are delicately balanced organisations that are subject not only to natural hazards such as weather, but

PREMIUM also to the phenomenon of seasonality. 10 Air travel congestion fluctuates greatly CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page11 operate onasmallerscale. hubs whileothermore regional facilities with somefacilities actingas“industrial” between airportsandbetween continents, of responsibilities canvary greatly technical organisation andtheallocation to supplyoperations. The level of up for longerperiodsoftime, disruptions connecting flights,parkingspaces taken impacting overall operations: delays in delay cancauseadominoeffect In thistense environment, theslightest to make ever tighter rotations. economic constraints whichforce airlines fluctuating loads.This iscompounded by not allequallyequippedto confront these according to theseasonandairportsare passenger, whoexpects “personalised” travel to bereconciled: thatofthe How isthisdualperspective onair CHECK-IN PROCEDURES MORE STREAMLINED to supplythecoordination centre with professional activitiesto beable of processes rather thandiscreet Today, “we must thinkinterms overall coordination. of another, furthercomplicating in conflict withtheorganisation stakeholder prioritiesissometimes service providers… Onesetof control, police, customs, third party – airlines,airportoperations, airtraffic independently ofoneanother their professional activities the different players organise are currently managed“insilos”: the way airportsare run.Operations department, itisessential to overhaul of theirtransportation and tourism a partneratCSCandhead perspective.” For Chris airports from asupply chain “It isimperative to start thinkingof PROCESS CONTROL MANAGEMENT TO SHIFTING FROMSILO offer afast andreliable service. travellers more freedom inorder to operations andto gradually give to streamline securitycheck these tools have alsobeendeveloped flights. Inadditionto reducing costs, each legoftravel andconnecting and theirdestination are linked upfor ensures thattravellers, theirluggage tag technology (see box). This system Luggage canbetracked usingRFID fingerprints oririsscans. can quicklyidentifytravellers using over thelast few years, police services measures, whichhave beendeveloped Through theuseofbiometric which canspeedupsecuritychecks. challenge. Many tools currently exist is already working to take upthis dream andreality? The airline industry How canwe bridgethegapbetween queues. check-in procedures, andpre-boarding multiple securitychecks,cumbersome them once they reach theairport: and theharshreality whichconfronts experience they seeontheInternet between theidealisedtravel Travellers react badlyto theconflict self-service preregistration… electronic tickets, on-linepayment, services: Internet reservations, possible to offer fast andattractive organisations? Airlinesdoeverything treatment, andthatof“industrialised” tophe Lienhard, supply chaincontrol systems. in order to ensure reliable centralised sets ateachphaseoftheprocess, which cansynchronise multipledata with theurgency to develop systems place to reduce hazard levels iscoupled need to putallpossible measures in structures, thestakes are higher:the For tomorrow's airportoperational processes, professions, loadsandflows. which adaptssimultaneouslyto have to meettheneedfor management and more, information systems will sufficiently taken into account. More of theseairportoperations isnot However, constraints andoperational efficiency. resources, techniques, security structures: managementofhuman all thecomplexity inherent to such Information systems take into account set,” explains Chris a reliable andinstantaneous globaldata HITPELEHR // [email protected] CHRISTOPHE LIENHARD CONTACT the logistical aspectofeach and items, aswell asaccess control. identification andmonitoring ofproducts packages; andeventually, unit-by-unit losses; less thefts; improved tracking of in supplyandinventory management;fewer improvements inqualitycontrol; improvements for thereceipt anddispatch ofmerchandise; opportunities: timesaved duringchecks technology offers many development the transportation andretail sectors. RFID interest inthistechnology, particularly snow, etc.) Anumberofsectors have shown travel through thinlayers ofmaterial (paint, used to read tagsatadistance andsignalscan incorporated intheitem. RFIDtechnology is wave emittingtag,eitherattachedto or characteristics atadistance, thanksto aradio item, to track itsprogress andto determine its technology makes itpossible to identifyan RFID (RadioFrequency Identification) THE SMARTTAG RFID tophe Lienhard. 11 PREMIUM / CSC / AUTUMN 2008 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 12

FEATURE

AIR FRANCE INDUSTRIES

In May 2008, when Jean-Cyril Spinetta, Air France CEO, opened the new Air OPTIMISES France Industries on-wing maintenance building, it marked the culmination and recognition of a long-term project. AIRCRAFT In fact it took five years to design and build this facility, as well as conceive and implement the new technical ON-WING processes and IT tools that went along with it. Over the course of the five-year project and throughout its many phases, Air France Industries and CSC built up MAINTENANCE a close and productive relationship. In 2003, as part of the scheduled

AUTUMN 2008 AUTUMN SINCE 2003 AIR FRANCE INDUSTRIES HAS BEEN PLANNING Eastern extension of Roissy-Charles THE CONSTRUCTION OF A NEW MAINTENANCE BUILDING de Gaulle Airport, Air France Industries

/ CSC AT ROISSY AIRPORT TO IMPROVE ON-WING MAINTENANCE. planned the construction of a building for on-wing aircraft maintenance. THIS CONSTRUCTION PROJECT RAPIDLY BECAME A It is common practice to perform minor

PREMIUM MAJOR INDUSTRIAL PROJECT FOR THE COMPANY, WHO preventative or remedial maintenance 12 SUCCESSFULLY COMPLETED IT WITH THE ASSISTANCE OF CSC. operations on aircraft on the tarmac, CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 13

AFI KLM E&M FIGURES reengineering of all processes. “The success of the project was The second feature was IT related, and foresaw the development of two ensured by the work that took place €2.8 applications: PROLOG, for logistical in the early phases, with a remarkable management, and DVE, a tool for billion turnover (2007/2008) initial assessment, business plan and shifting to paperless documentation rd processes. team organisation.” “What began as a construction project RÉGIS FROGER, CMH PROJECT MANAGER, AIR FRANCE INDUSTRIES Air France’s 3 became a real industrial project”, says largest business line Régis Froger, Air France Industries’ CMH Project Manager. Once the figures were drawn up at the end of 2004, the project organisation. From inception to the 15,000 was classified as “major” by Air France final IT implementation, CSC has been employees management and became one of the a partner who has always fulfilled group’s top ten priority projects. In order our expectations,” says Régis Froger. to face up to this increased responsibility, 150 as well as heightened urgency, the team IMMEDIATE BENEFITS client companies structure was modified to tackle the In May 2008, the building, which had building, logistical and IT aspects head been operational for one year but was on. 2005 was devoted to the meticulous now equipped with brand new IT tools, 900 planning of this multifaceted project. was officially opened by the Air France aircraft maintained CSC set up a Project Management CEO. The first benefits were not long Office (PMO) and helped to formalise in coming: apart from significant savings the processes by producing a very due to stock rationalisation, it is precise analysis of the current and target estimated that 15% less time is spent for either at night or in between flights. But situation. “The methodological tools on-site travel by mechanics and security given the increased distance between that were implemented, such as detailed procedures. Air France Industries is maintenance facilities and the new plans and risk management sheets, therefore in a position to absorb the terminals, as well as heightened security turned out to be very useful, enabling us increase in air traffic without having to measures, more and time that was being to anticipate what action would need to hire new staff. “Taking into account the lost making these short trips, which total be taken and to coordinate the actions very low delay rate due to technical 11,000 km every day! The feasibility of stakeholders motivated by sometimes problems, this project does not greatly study conducted in conjunction with divergent priorities,” explains Laurent impact passengers. However it can be CSC underlined the importance of these Bourdery, the CSC Project Manager. In measured in terms of greater operational concerns and highlighted the need to December 2005 the foundations were efficiency and further reinforced design a structure that could cope with dug and June 2007 was set as the new security”, concludes Régis Froger. the increase in air traffic (an increase building’s completion date. of 3% per year for long haul flights). At CONTACT the end of 2003, these works culminated CSC’S VARIOUS ROLES LAURENT BOURDERY // [email protected] in plans for a 30,000 m² building, able While construction and logistics time to accommodate 1,200 people once tables were being respected, the IT built and which takes into account component seemed to be getting requirements related to logistics (shops, delayed. Having been involved in the storage) and security (border zone). overall programme management from FOCUS the very beginning, at this point CSC A PROJECT COMBINING changed roles to become project AFI KLM E&M LOGISTICS, IT manager of the IT part of the project. PORTRAIT OF A WORLD LEADER AND CONSTRUCTION “Continuing on from all the work Ever since their creation, both Air France and KLM have always In order to benefit as much as possible that had already been completed, ensured the upkeep and maintenance of their respective aircraft, from this new facility and to cut costs the AF and CSC teams jointly drew up engines and equipment under the brands Air France Industries and and ensure profitability, a detailed the application specifications, and KLM Engineering & Maintenance (AFI KLM E&M). They carry out this business plan demonstrated the need procedures for testing, acceptance mission with precise goals in terms of security, aircraft management to rethink business processes and and the operational roll-out”, explains and cost control. Since Air France and KLM linked up in 2004, AFI KLM to implement a specially adapted IT Christophe Lienhard, CSC partner. E&M have joined forces and today hold a leading position worldwide

system. The project, named “Centre PROLOG was finally launched in April in multi-platform aeronautical maintenance. With over 15,000 2008 AUTUMN Maintenance Hub” (CMH), had two 2008 while the initial roll-out of DVE employees AFI KLM EM has extended capacities in terms of technical

innovative features. The first feature took place during the summer. support that it can offer to air operators; engineering and repairs / CSC was logistical: the plan to redefine parts “The success of the project was ensured to aircraft; engine maintenance; as well as parts and aeronautical management, as well as deploy a by the work that took place in the equipment management, repair and supply operations, through

fleet of maintenance vehicles, required early phases, with a remarkable initial its strong logistics network. Together they provide technical support PREMIUM a complete mapping out and assessment, business plan and team to more than 900 aircraft belonging to 150 international airlines. 13 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 14

EXPERIENCE BHP BILLITON UNDERGROUND TRAFFIC SYSTEM IMPROVES MINE SAFETY

LOCATED IN NORTHWEST QUEENSLAND, AUSTRALIA, BHP BILLITON'S UNDERGROUND CANNINGTON MINE HAS REPORTED INCIDENTS AND ACCIDENTS ON THE DESCENT LEADING INTO THE MINE. IN THE FACE OF SUCH DANGER, CSC HAS USED RADIO FREQUENCY IDENTIFICATION (RFID) TECHNOLOGY TO PROVIDE A SOLUTION THAT MINIMISES THE RISKS OF OPERATING MOBILE EQUIPMENT IN THE UNDERGROUND ENVIRONMENT.

You're driving a large vehicle down a steep, single-lane, pitch-black tunnel. Visibility through the wet, grimy windows is nearly nonexistent. Communication on the two-way radio is garbled. Then, around the corner – a flicker of lights. There's no accessible turn-off, no time to back up. And a 50-ton truck is heading straight toward you. Just another day at the office for workers at BHP Billiton's underground Cannington Mine, the world's largest and lowest cost producer of silver and lead. "Like a corkscrew in a tunnel, a vehicle coming around the corner is not visible until it's pretty much right on top of you," explains Daniel Russell, Cannington project engineer. In order for equipment operators to keep track of the location of other vehicles, "we needed to increase the information to our drivers."

TAKING THE WHEEL Committed to improving their safety BHP Billiton is record, Cannington turned to CSC one of the for an underground traffic management world's premier system. Adding to the challenge was mining companies the requirement that it be nonintrusive and easily accepted by the drivers developing the final design, even using Radio Frequency Identification themselves – a group not particularly installing the physical equipment in the (RFID) technology to manage comfortable with either technology walls. "The most important thing is to the traffic movement — the first time or unfamiliar processes. One of the first experience the problem and see how this technology has been operational hurdles to overcome, according to difficult it is for them." To that end, underground. Installed on the roof CSC System Architect, Solution Du Plessis obtained an underground of every vehicle is an active RFID tag, Designer and Project Manager driver's license. "It’s not easy driving continuously sending out signals Kobus Du Plessis, was befriending down a hole into the ground with marking that vehicle's real-time the drivers and understanding 50-ton trucks coming toward you," whereabouts. Those signals are then

AUTUMN 2008 AUTUMN their working environment. he says. "But if you don't know what picked up by RFID readers and "From an engineering point of view, they're experiencing, you're not going displayed on LCD screens installed in

/ CSC forget about academics," says to get it right." numerous strategic places throughout Du Plessis, who has been involved the tunnels, allowing drivers to see with the project since it began TAGGING EACH VEHICLE approaching vehicles – type, position

PREMIUM in June 2004 – analysing the problem, After thoroughly assessing the and direction – from three to four 14 designing the concept solution, situation, CSC designed a solution levels down. Seeing in real-time where CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page15 prt 0 e cent." per operate 100 mission criticalthatthesesystems on it,"says Davies. "Soit'sabsolutely place, peoplebecome secure andrely this project. "Once thesystem isin new tagsandreaders specificallyfor refining thealgorithms anddeveloping Becker —madesignificant changes, technology vendor —Germany-based Under CSC'sdirection, the project's signals." "There were misreadings andmissed Jeremy Davies, CSCaccount executive. says level offidelityto dothejob," the tagsbeinguseddidn’thave the within themine. "We discovered that the solutionwas installed inthree zones As partofathree-month pilotsystem, decisions, to bemore proactive." "We're helpingtheguys to make says DuPlessis. a hugeimpact," "It's anoncomplicated solutionwith and lettheascending vehicle pass. ample timeto pullonto aturnout other trucksare headingallows drivers the threat offalling rocks inherent remembers Russell. And, due to so we hadto replace thescreens," issue withvoltage drop onthedisplays, the system was installed. "We hadan Challenges continued even after as aportalinto themine'shard rock. 30 to 40meters ofsoil,thistubeacts A corrugated iron tunnelbuilton making thisthemine'sbusiest area. through whichallvehicles must pass, 14-zone area isthemainentrance the 605-metre mine. Includedinthis metres into and descending 90 miles) length ofsixkilometres (3.7 in a14-zone section,covering a demonstration, whichtook place Next upwas amajorproduction AND PRODUCTIVITY IMPROVING SAFETY CSC’S SOLUTION DESIGNERANDPROJECT MANAGER KOBUS DUPLESSIS, see how difficultitisfor them" to experience theproblem and "The most importantthingis prestigious honourfor CSCemployees. Award for Excellence, themost team received a 2008CSCChairman's traffic managementsystem, theCSC For thiswork ontheunderground set outto do." "I thinkwe've achieved whatwe says Russell. load coming toward me," relaxed beingableto seeifthere's a accidents. "Icertainly feel more react earlyenoughto avoid potential much highernow thatthey're ableto benefit, drivers' confidence levels are and performance. And,asanadded underground equipmentmovement managers to keep track of productivity, enablingproduction that canbeusedto improve also provides vehicle movement data 14-zone area. The RFIDtechnology no accidents orincidentsinthat 2007, there have been in February Since thesystem was installed the tunnelswithsteel grids. be removed inorder to rehabilitate when theentire system hadto two periodsofthree monthseach in underground mines,there were EA HW// [email protected] SHAW CONTACT Billion $ 13.7 A profit of Billion inFY2007 $ 47.5 A turnover of FACTS ANDFIGURES diversified resources company the mine’s harsh conditions. RFID equipmentshadto becustomised to survive controlled by BHPBilliton. Within thisenvironment, the frequencies are limited to anenvironment within aninternal process like vehicle traffic inamine, still challengesglobalRFIDimplementations.But frequency standards thatwork across allcountries production to consumption, butthelackofuniversal inefficiency. Itismostly usedto trace products from and reduce overhead costs dueto supplychain companies to track theirproducts more effectively commonly usedfor supplychaininitiatives. Itenables Radio Frequency Identification(RFID) technology is ■ natural gasand diamonds. and hassubstantial interests inoil,gas,liquefied iron ore, uranium, nickel, silver andtitanium minerals, coal andmetallurgical coal, copper, manganese, commodity businesses, includingaluminium,energy leader ornearindustry leaderpositionsinmajor mining companies. BHPBilliton occupies industry company, andUK’s Billiton, oneoftheworld's premier of Australia’s BHP, aleadingglobalnatural resources Billiton was bornin2001ofthemerger BHP ■ An innovative applicationofRFID BHP Billiton, Theworld’s largest FOCUS than 1,300customers worldwide products deliveries to more 240,000 100 operations in25countries employees working inover 39,000 15 PREMIUM / CSC / AUTUMN 2008 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 16

EXPERIENCE DIRECTV GROWING AFTER SUPPLY CHAIN MAKEOVER

DIRECTV, THE WORLD'S LEADING PROVIDER OF DIRECT-TO-HOME SATELLITE DELIVERED TELEVISION PROGRAMMING SERVICES, PARTNERED WITH CSC TO REENGINEER ITS SUPPLY CHAIN, INCREASING ORDER FULFILMENT VOLUME BY 300 PER CENT AND REDUCING THE COST OF ACQUIRING NEW SUBSCRIBERS BY MORE THAN 9 PER CENT.

Each day, DIRECTV subscribers enjoy access to over 265 channels of 100% digital picture and sound.

As the market for digital television of acquiring new subscribers by more supply chain. The company needed became increasingly saturated and than 9 per cent. a business and IT partner to help competition for customers intensified, "This is a major success for DIRECTV," it get the most out of its new business DIRECTV decided to move to a new says John Powers, DIRECTV chief plan and chose CSC, which had been business model that required a more information officer. "CSC is helping us its technology services provider agile supply chain. establish a world-class supply chain since 1995. CSC helped DIRECTV

AUTUMN 2008 AUTUMN Partnering with CSC, DIRECTV management environment." with strategies to reduce the number reengineered its supply chain to meet of suppliers in the network, increase

/ CSC growth objectives and satisfy consumer STREAMLINING THE SUPPLY CHAIN partner collaboration, and make demand for an ever-greater variety DIRECTV, the world's leading satellite coordination of demand and supply of products and services. DIRECTV television service provider, embarked easier. In partnership with DIRECTV,

PREMIUM accomplished all this, and more. on a multi-year programme to CSC used its supply chain maturity 16 It boosted profits and reduced the cost streamline and restructure its entire framework to develop a roadmap CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page17 that willhelpsatisfyWall Street. a leadershiprole increating cross-functional andcross-business process improvement path to financialsuccess. Jointheconversation andfindouthow theCFO cantake you lookatyour supplychain,theimportance ofyour processes andnetwork, andyour considers key business objectives, andhow thatpointofview could impacttheway A six-part podcast series,produced by CSC,focuses onthecontext inwhichWall Street TO IMPROVE PROFITS USING SUPPLY CHAINMANAGEMENT or postpone purchases far inadvance, customers. This allows DIRECTVto plan refurbishes itfor redistribution to of theequipment,leasesitout and DIRECTV now retains ownership cent. per where itcoordinates 100 cent ofdistribution, to one per 25 model, inwhichitcontrolled less than migrated from aproduct fulfilment CSC’s supplychainpractice. DIRECTV says MichaelBek,seniorpartnerin of itsextended supplychainnetwork, DIRECTV isnow thechannelmaster As aresult ofitswork withCSC, SUSTAINING GROWTH model. to technically enablethisnew business based, service-oriented architecture applications suite andaSeeBeyond- components oftheSAP enterprise processes. DIRECTVusedmany needed to sustain these new business to definetheorganisational skills CSC worked closelywithDIRECTV and refurbishment. process for product returns, testing implemented anentire reverse logistics The team alsoreengineered and product tracking andreturns. tools for ordering, procurement, DIRECTV gave itspartnersself-service planning andfulfilmentprocesses. DIRECTV-CSC team enhanced internal throughout theirlifecycle. Next, the gain tighter control ofproducts chain, increase capacities, and immediate costs outofthesupply rationalisation effort, to take program, coupled withanetwork then executed astrategic sourcing with business partners.DIRECTV chain anddrive closerinteraction to transform theextended supply and technology changesrequired for theprocess, organisation WWW.CSC.COM/EE/SUPPLYCHAIN thepodcast seriesonthisCSCblog: LISTEN TO incredible growth for years to come.” enabling themto continue supporting high-volume supplyorganisations, work thatCSChasdonewithother DIRECTV lessons learnedfrom but we’ve beenableto bringto volume would cripplemany companies, Solutions. “That kindofcomplexity and director for CSC’s GlobalBusiness says JohnSchweisberger, amanaging equipment andhouseholdneeds,” subscribers, eachofwhomhasspecific equipment for nearly1millionnew DIRECTV installs settop box of new hardware. “Every quarter, millions ofdollarsindeferred purchases into distribution channels, saving redeploying refurbished hardware back cent. DIRECTValsobegan per 85 customer credits decreased by and processing timefor cent, per more than10 costs dropped by Recovery andrepair digit personnelincrease. cent withonlyasingle- per 300 fulfilment volume increased According to Bek,DIRECTV'sorder DELIVERING RESULTS and enhance customer retention. relationships, sellmore services, information, buildstronger possible to gatherbetter with customers, making it in more direct contact also putsDIRECTV business model inventory. This new procure andmaintain reducing thecost to the same–significantly and letsitspartnersdo EA HW// [email protected] SHAW CONTACT environment." chain management world-class supply us establish a "CSC ishelping DIRECTV CHIEFINFORMATION OFFICER. JOHN POWERS, cooperation withConnexion by Boeing. aircraft (DIRECTVAirborne) in and RVs (DIRECTVMobile) aswell as offers mobileservice for cars,boats, their business service. The company also hotels, dorms,andhospitalsthrough DIRECTV offers service to bars,restaurants, In additionto servingconsumers, and interactive sportspackages. advanced DVR andHD-DVR services and superiortechnologies thatinclude industry-leading customer satisfaction, and sound,exclusive programming, 265 channelsof100%digitalpicture subscribers enjoy access to over 95 HDchannels.Eachday, DIRECTV and isleadingtheHDrevolution with available to more than17millioncustomers service provider intheUnited States, is DIRECTV, theleadingsatellite television ABOUT DIRECTV billion revenue in2007 $ in LatinAmerica. million customers Over in theUnited States million customers 17.0 FACTS ANDFIGURES FOCUS 17 5.1 17 PREMIUM / CSC / AUTUMN 2008 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 18

EXPERIENCE VIRGIN MONEY US IMPROVING ITS CUSTOMER-FACING WEB SITE TO CHANGE THE FACE OF LENDING

AS MORTGAGE AND LOAN CRITICISM MOUNTS IN THE UNITED STATES, SOME BORROWERS ARE THINKING OUTSIDE THE BANK FOR THEIR LOAN NEEDS. BUT THEY AREN’T GOING FAR BEYOND THEIR SOCIAL CIRCLE. VIRGIN MONEY IS HELPING BORROWERS MANAGE LOANS FROM FAMILY AND FRIENDS FOR REAL ESTATE, PERSONAL, EDUCATION AND BUSINESS PURPOSES. CSC TOOK AN INTEGRATED APPROACH TO PLANNING, DESIGNING, DEVELOPING AND HOSTING THE MOST IMPORTANT PIECE OF THE WEB-BASED VIRGIN MONEY’S LAUNCH IN AMERICA, ITS WEB SITE, VIRGINMONEYUS.COM.

In 1972, before he became a billionaire, Richard Branson borrowed $10,000 from his aunt to build a recording studio, which eventually became Virgin Records, and decades later, a $20 billion empire. His latest venture, Virgin Money, a financial services company, is helping others borrow from family and friends for real estate, personal and business loans using its Web site, VirginMoneyUS.com, developed and hosted by CSC.

BRANDED FOR SUCCESS Virgin Money US, formerly CircleLending of Waltham, Mass., launched in October with the help of CSC. Over five years, CircleLending had built up a business in loans and A PLATFORM FOR GROWTH mortgages between family and friends CSC began working with CircleLending with loan volume that exceeded on the project in April 2007. The first $200 million. Early in 2007, Branson’s step was to perform an application Virgin USA made a majority stake assessment to evaluate the current investment in CircleLending and lending platform’s scalability. The new A unit of Richard launched the newly branded company Web site needed to support the launch Branson’s Virgin Group, Virgin onto the financial services scene in of the more robust Virgin Money Money USA is the US. The company plans expanded business on a platform able to sustain a specialty loan advertising, new and improved up to 10 times the amount of traffic. administration products, and a Virgin-branded The client and CSC also met in several company. alternative for consumers to traditional workshops to determine at what point banking and credit products in the US. they would benefit from bringing as we grow from a mom and pop “Our goal is simple – to provide a in a common off-the-shelf Customer startup to a global brand,” says service that allows for more choices, a Relationship Management solution. CSC Dan Narahara, vice president surer fit and, ultimately, a better deal,” was also tasked with re-architecting of technology at Virgin Money. says Virgin Money USA President and the environment, develop the new Web “The effort produced a new platform CEO Asheesh Advani. The new Web site site and integrating it into the existing based upon a much more stable includes calculators and a loan setup back-end systems. CSC’s Managed and scalable architecture.” and signature process that allows Hosting Services also won a three-year customers to set up their loans online. contract to host the US.-based FROM FRONT TO BACK END

AUTUMN 2008 AUTUMN They can work out the repayment terms VirginMoneyUS.com. “In technology, The collaborative project initially began (typically getting lower fees than they this represented creating a Web with CSC tasked to develop the

/ CSC would from a traditional bank) and then presence and rebuilding a platform front-end of the Web site and repay the loan electronically, relying that can support the necessary scale integrating usability with the Virgin on electronic fund transfers, e-mail and performance of a much brand. But the client realised CSC could

PREMIUM statements and reminders all handled larger organisation, but can also also integrate with its core development 18 through the Web site and Virgin Money. accommodate the expected transition design team, allowing for an even easier CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page19 ASHEESH ADVANI, VIRGINMONEYUSA PRESIDENTANDCEO ultimately, abetter deal.” that allows for more choices, asurer fitand, “Our goalissimple–to provide aservice architecture, developing thetemplates, focused ondeveloping thetechnical Virgin Money (CircleLending) personnel the site.” A15-personteam ofCSCand updates for thelookandfeel of to builditwhilegetting almost daily we really onlyhadabouttwo months months, but,dueto circumstances was that we hadaboutthree-and-a-half for Virgin Money. “Ouroriginalplan Jeff Holmes,CSC’s account executive notes amount oftimeto buildthesite,” demanding becausewe hadashort fast moving project andcertainly very into thenew Virgin site. “Itwas avery transition from theCircleLending site and whowas withCircleLending.” really couldn’t tell whowas withCSC able to work together. At times,you co-located soourteam andtheirs were absolute commitment to the client. We to launchintheUS.Ourteam had 15th coming to Boston onOctober a lotatstake here with Richard Branson “The team recognised thatthere was the clientto helpthembesuccessful. to CSC’s willingness to work alongside Holmesattributes thesuccess date.” application onafixed-point delivery were ableto produce arelease-worthy due to therelentless focus ofallthatwe We didn’tgetmuchluck.Itwas only extraordinary effort to achieve thistask. take acombination ofluckand/or Narahara says. “We knew thatitwould circumstances would have failed,” per cent ofteams charged withsimilar approaching deadline. “Ninetynine testing thesite to meetthefast integrating content andthoroughly EA HW// [email protected] SHAW CONTACT the company was founded in2000. website. Previously known asCircleLending, s where itbelongs–inthefamily,” loans thatfittheirneedsandto keep money relationships, to enjoy thebenefitsofflexible arrange affordable loanswithouthurtingtheir and friends–thereby helpingpeople to for peopleto make loansbetween relatives “The company provides asafe andeasy way for private loansandmortgages. It provides arange ofproducts andservices services to managethebusiness oftheloan. administration company thatoffers third-party Virgin Money USA isaspecialtyloan A unitofRichard Branson's Virgin Group, ABOUT VIRGINMONEY in loanvolume $ 2008: Virgin Money 2007: CircleLending becomes in loanvolume Over 2006: FACTS ANDFIGURES FOCUS 100 $ 300 M M ays their 19 PREMIUM / CSC / AUTUMN 2008 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 20

TRENDS PUTTING THE BRAKES ON CUSTOMER CHURN AND MARKETING BURN THE “BUSINESS GAIN FROM HOW YOU RETAIN” STUDY

CONDUCTED IN LATE 2007 AND EARLY 2008, A THOUGHT LEADERSHIP STUDY CARRIED OUT BY THE CHIEF MARKETING OFFICERS (CMO) COUNCIL UNDERTOOK A WIDE-RANGING EVALUATION OF WHERE AND HOW MARKETERS ARE "OPERATIONALISING" CUSTOMER INTELLIGENCE AND INSIGHT. FUNDED BY CSC, IBM SOFTWARE AND D&B, THE AUDIT OF MORE THAN 450 MARKETERS LOCATED ACROSS THE GLOBE FOUND A SIGNIFICANT LACK OF CUSTOMER KNOWLEDGE.

While companies work hard to acquire service or database of customer history, new customers, they do not put the predictive insights and analytics can same amount of effort into retaining open the door to growth and their existing ones. Profitable customer opportunity like never before. Yet, relationships are the lifeblood of any marketers still lack a clear plan or vision commercial enterprise. Yet companies on how to extract, leverage and do a decidedly poor job of nurturing, optimise this under-utilised asset base. cultivating or even reactivating "Beyond making intuitive sense, customers in order to drive sustained retaining customers makes economic revenue growth, loyalty and bottom line sense,” says CSC’s Alexander J. Black, performance. Marketers are flying blind senior partner, Strategic Services Group. when it comes to leveraging customer Regardless of whether a company data and analytics. Few companies look sells to businesses or consumers, within their own data silos to extract what’s most important is the ability insight and intelligence that can reveal “to measure retention and churn, which customers – existing, departed identify root causes and either or dormant – can generate greater proactively intervene or reactively try FOCUS value and profitability. “Business Gain to save or win back customers.” From How You Retain: Addressing Even when marketers can identify the ABOUT THE CMO COUNCIL the Challenge of Customer necessary steps to retain customers, The CMO Council is dedicated to high-level Churn & Marketing Burn”, a new they simply do not have the means knowledge exchange, thought leadership thought leadership study identifies to implement those plans. While the and personal relationship building among senior what deepens, solidifies and study shows that nearly 50 per cent marketing and brand decision-makers across perpetuates customer relationships. of respondents report that improving a wide-range of global industries. More than front-line customer service helps them 3,000 top marketing executives from 52 countries RETAINING CUSTOMERS retain customers, only 55 per cent

AUTUMN 2008 AUTUMN are represented on the CMO Council worldwide. With little insight into this wealth of acknowledge access to real-time These individuals control well over $70 billion customer knowledge, most companies customer data. And once a customer is

/ CSC in annual marketing expenditures. spend marketing dollars on campaigns lost, say nearly 67 per cent of executives, that bring in the wrong type of there is no system for getting that VISIT THE CMO COUNCIL WEBSITE customers and do little to monetise person back – even though acquiring to find out about programs and events produced PREMIUM by this Peer-Powered Network: or retain the most valuable relationships. a new customer can cost five times 20 http://www.cmocouncil.org Rather than being a record of customer as much as retaining an existing one. CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page21 Operationalisation Insights Customer & Modelling Segmentation Insights: Customer Integration Information Customer director oftheCMOCouncil. “Investing notes Donovan Neale-May, executive that runsdeepinsideallorganisations," the valuable vein ofcustomer data to bemore effective attapping a fundamentalneedfor marketers Data Integration (CDI). "We are seeing management mandate onCustomer areas, andalimited strategic focus or databases, siloeddatainfunctional or incompatible ITsystems and of thecustomer dueto inadequate to gainatrueandtimelyview importantly, marketers are struggling data sources andrepositories. More at integrating disparate customer extremely goodoreffective of companies rating themselves cent per more work, withonly15 systems asdeficientorneeding relationship management (CRM) rate theeffectiveness ofcustomer cent per In addition,asurprising45 relationships, reports thestudy. penetrating ormonetising key account report having astrategy for further cent ofglobalmarketers per Only 50 results incostly customer churn. data sharingpoliciesandpractices, combined withadearthofcustomer Lack ofcustomer knowledge, DATA REPOSITORIES DISPARATE CUSTOMER CUSTOMER INTELLIGENCEMATURITY MODEL system for problem resolution front-office applications for allcustomers defined butnotcomplete models customer valuation segmentation only data stewardship posted end-of-month of customer clean up ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ No leadmanagement Manual processes No integration to Same service levels Key metrics/indicators No useofpredictive Revenue-driven Market/demographic No cross departmental Customer changes No 360°view Manual data AI ONAINLADVANCED FOUNDATIONAL BASIC ALEXANDER J. BLACK, SENIORPARTNER, CSC the various aspectsofcustomer needs." is more importantthanever before in order to dealwith perception andinteraction. Intelligence aboutthecustomer of theexperience are intertwined: product, service, brand "In today’s multi-channel real-time environment, allaspects efrac, headds. performance,” both marketing andbusiness customer insightiscritical to driving in integrated systems thatharvest source for revenue generating the organisation anditistheprimary cent ofthetotal information in per 75 since itgenerally comprises about MDM efforts withcustomer information enterprise. “Companies usually start their standardising datathroughout an programmes are themeansfor Master DataManagement(MDM) interaction isarichbaseofinformation. him, thekey to thistypeofanalysis and says Black.According to treatments” most appropriate salesandservice which are notandthenoffer themthe understand whichare valuable and about theircustomers sothey can “Companies must buildknowledge BUILDING KNOWLEDGE to channels for problem resolution to update insights for valuable customers from multiplereports predictive modelusage customer valuation 360° view looselycoupled to cleanupdata ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Leads manuallydistributed Case management No production process Differentiated service Key metricsavailable Some proxy-based Profit and/or proxy-based Behavioural segmentation Data steward FTE Changes posted weekly Common IDsestablished for Periodic batch processes and distributed hand-off andtracking periodic batch processes by customer segment in anenterprise scorecard based predictive models change control board 360° view delivered viabatch CDI rules appliedatappropriate tiers ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Leads automatically generated Automated case Insights updated through Differentiated service Key metricsassembled Segment orstatistically Share ofwallet analysis Needs-based segmentation Data stewardship Changes posted daily Automated integration ofIDsfor Online search, lookup, validation business performance. is essential to optimisingmarketing and systems thatharvest customer insight Going forward, investing inintegrated and leveraging valuable customer data. be more effective atharnessing, applying a fundamentalneedfor organisations to factor facing marketers today: there is a central challengeandcriticalsuccess FromGain How You Retain” pointout together, thefindingsfrom “Business Taken information ispartofMDM” information andothercorporate key component ofMDMjust asproduct “Customer DataInformation (CDI) isa addsAlexander Black. strategies” http://www.cmocouncil.org/resources/form_retain.asp Download theexecutive summaryandthefullreport: FORE MOREINFORMATION // [email protected] ALEXANDER BLACK CONTACT and tracking system for self-service fulfilment interactions analyses propensity scoring segmentation enforce datapolicies delivered viareal timeCDI external vendors orperiodicdatafeeds ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Automated leadgeneration Enriched knowledge base Real-time, rules-driven customer Personalised service Key metricssupportdrilldown Complex predictive modelsfor Unrealised value analysis Micro andmulti-level needs Business subjectarea owners Changes posted immediately Central system for IDmanagement Data qualitymaintenance using DISTINCTIVE 21 PREMIUM / CSC / AUTUMN 2008 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 22

TRENDS THE KEY CHALLENGES OF IDENTITY AND ACCESS MANAGEMENT

BIOMETRIC PASSPORTS, SMART CARDS, Advances in the technology used by different contextual identities USB FLASH DRIVES… THE TECHNOLOGY organisations to authorise and limit (bank, employer, online stores, access to virtual and physical resources etc), only our “main identity” BEHIND IDENTITY MANAGEMENT, DUBBED are going very fast. Basic password (i.e. civil status) identifies us IDENTITY & ACCESS MANAGEMENT (IAM), identification is slowly being replaced by as an individual; that’s what IS MOVING ON RAPIDLY. BUT HOW a combination of virtual directories, role constitutes the very basis based access management, delegated of identification. And how THIS SECTOR EVOLVES AND PROGRESSES and federated identity and authentication this identity is put together IN AREAS SUCH AS THE AUTHENTICATION using digital certificates or biometric varies from country to country. OF INDIVIDUALS OR DATA PROTECTION, characteristics. But a major effort is also underway to establish basic identities, A CRITICAL PROGRAMME RELIES HEAVILY ON THE MANAGEMENT their authentication and civil registration FOR GOVERNMENTS OF PEOPLE’S IDENTITY, IN THE FORM systems, and these efforts are resulting In continental Europe, states tend to OF A PASSPORT OR AN ID CARD. SO WHAT in big changes. These civil registration attribute and manage the identity IS CSC DOING TO AID GOVERNMENTS systems are vital to how states run, but of their citizens, but there are differences must be developed while respecting between different countries. For WITH THIS TYPE OF PROJECT? PREMIUM the most basic of principles; individual example, in Denmark, at birth, each EVALUATES THE SITUATION. freedom and confidentiality. individual is given a number which is recorded in a national identity register SEVERAL IDENTITIES and used by all administrations.

AUTUMN 2008 AUTUMN “We are working with certain European In Anglo-Saxon countries, where the governments on these topics” says issue of identity is less restrictive, civil

/ CSC Daniel Frauman, principal consultant at registration information is split between CSC. “The cultural differences that exist different organisations, which tends to between countries make the subject make it very difficult to provide reliable

PREMIUM particularly complex, but also exciting.” ID documentation. These disparities will 22 Although we all possess a number of continue due to important cultural and CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page23 electronic IDcard. identity register onbehalfofthegovernment. worldwide. the creation of30Visa ApplicationCentres streamline thevisaapplicationprocess though for foreign nationaldocuments. to modernisethemanagementsystem Ministry oftheInterior) -whichaims ■ ■ ■ ■ ■ EUROPEAN GOVERNMENTS CSC WORKING ALONGSIDE documents uponentering thecountry. authenticity ofpassports andimmigration government to automatically control the Informativo Frontiere) -thisenablesthe BELGIUM: DENMARK: Managementofthecentral UNITED KINGDOM: FRANCE: ITALY: FOCUS mesnto, explains DanielFrauman. impersonation,” identity, verify authenticity andprevent such away asto beableto prove your has to beestablished andmanagedin and similarforms ofID. “A mainidentity in passports, visas,residence permits international identitycontrol, andisused Biometrics hasalsobeenintegrated into on biometricsto identifytheirnationals. to setupanationalregister whichrelies transactions; theBritishhave decided increasingly to make secure electronic an electronic IDcard whichisbeingused accepted; inBelgium,eachcitizen has to more andmore complex” authenticate theperson andgive themaccess because ithelpsusresolve two problems: “Virtual identityrepresents animportantmarket PRINCIPAL CONSULTANT AT CSC. DANIEL FRAUMAN, to openlyshare personalinformation people’s reluctance up cover however, Rigorous identitymanagementcannot, PEOPLE’S PRIVACY? HOW CANWEPROTECT SIF implementation(Sistema The Grégoire project (for the involved inthecreation ofthe CSC ishelpingUKvisas is universally their identity, and enough to prove unique numberis individual’s in Denmark,an historical factors: a customer, except inthecaseofalegaldispute). does notneedto know theexact nameof contextual identity(for example, aneBay seller information detailsrelated to someone’s privacy canbemetby limitingpersonal a vehicle). The needfor respecting people’s particular contexts (for example, therightto drive would thenbeusedto grant access orrightsin information (adate-of-birth, for example), which by gatheringadditionalpersonalidentity identities canbederived from themainidentity uniqueness ofthatperson.Multiplecontextual for establishing andverifying theauthenticityand authority thathasthenecessary controls inplace population. Itneedsto bemanagedby an way to identifyaphysical personamongthe A mainidentityprovides agovernment aunique CONTEXTUAL IDENTITIES MAIN IDENTITIESAND IAM technology stands onweak ground.” state isvital.Without thisreliable link,all and managingmainidentities by the concludes DanielFrauman. “Establishing complex andinterconnected services,” themaccess to more andmore giving thepersonand problems: authenticating market becauseithelpsusresolve two identity represents animportant 2006 to $12.3billionby 2014.“Virtual market willgrow from $2.6billion in company Forrester shows thattheIAM website, theindependentresearch infringing ontheirprivate lives. Ontheir appropriate authorisation, without people theirrightsandgive them identities correctly inorder to grant face isenormousto managecontextual contextual identity. The challengewe fine linebetween main identity and due to cultural contexts, given the how itisimplemented varies significantly European directive harmonisespractices, regarding theirprivate lives. Even ifa AILFAMN// dfrauman@©csc.comDANIEL FRAUMAN CONTACT 23 PREMIUM / CSC / AUTUMN 2008 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:27 Page 24

“EVERY THREE YEARS OUR STAFF TRANSITION INTO A NEW ROLE”

ANNE MARION-BOUCHACOURT SOCIÉTÉ GÉNÉRALE HUMAN RESOURCES DIRECTOR CSCO_0808103_Premium_N5_VA Belge.qxp:Miseenpage13/10/0817:27Page25 is mainlybeingappliedinFrance. Eachyear M.-B.: A. A REALINTERNAL“JOB EXCHANGE”! THAT MUST REQUIRE disciplinary move. whether thisentailsapromotion oracross- on average, ourstaff must changeposition– The principle issimple–every three years developed anactive policyfor internal mobility. the company. At thesametimewe have vision ispartofthatperson’s first contact with for career development. Goingforward this a “group” visionandpresents theopportunities process inplace thatgives eachnew arrival M.-B.: A. PLACE TO MEETTHESECHALLENGES? WHAT MECHANISMSHAVE YOU PUTIN of thebusiness. functions, aswell ason theoperational side element ofcareer progression –for top-level international mobilityhasbecome anessential overall numbershave tripled.So itfollows that France. Today only38%ofusare inFrance, and In 1998,80%ofourcolleagues were basedin the Société Générale hasreinvented itself. M.-B.: A. IMPORTANT ASPECT OFYOUR POLICY? IS THEINTERNATIONAL ARENAAN here inFrance, butinallcountries. best candidates intheinitial stages –notonly Group’s future, we must alsoidentifythe develop theirskills!Inorder to prepare the development prospects. That isto say, you must to beableto offer themreal career are difficult,ifyou wishto retain thebest staff, the conditions oftheexecutive hiringmarket in fact inextricably linked. Duringperiodswhen agree withthesepriorities.These two goalsare ANNE MARION-BOUCHACOURT: THAT SUGGEST TO YOU? THEIR MAINPRIORITIES.WHAT DOES MANAGEMENT OFKEYSKILLS”AS BEST CANDIDATES” AND“IMPROVING “ATTRACTING ANDRETAINING THE HUMAN RESOURCESDIRECTORS CHOSE E&P HRBAROMETERSURVEY (SEEINSET), IN THECSC–“LIAISONSSOCIALES”– THE FRENCHCAPITAL. BUTTHESOCIÉTÉGÉNÉRALEHUMANRESOURCESDIRECTOR PARIS, LADÉFENSE.FROMHER23RDSTORY OFFICE,ANNEMARION-BOUCHACOURT DEMANDS ANDCHALLENGESFACING THESOCIÉTÉGÉNÉRALE?WHAT CANBEDONETO DEVELOP HUMANRESOURCES TODAY, MORETHAN60%OFTHEBANK’S151,000 EMPLOYEES AREINFACT WORKING ABROAD. WHAT ISTHEBEST Exactly. For themomentthispolicy First ofallwe have putanintegration It’s essential. Over thepast few years, APPROACH TO MANAGING HUMANRESOURCESON ANINTERNATIONAL SCALE?WHAT ARETHERECRUITMENT POLICIES THAT AREBOTH COHERENT ANDCONSISTENT WITHSTAFF EXPECTATIONS? INTERVIEW I completely Group level, every year we give outseveral opportunity to put forward new ideas.At the M.-B.: A. THIS WORK CONCRETELY? OF INNOVATION. HOW DOES YOU PROMOTE ACULTURE focuses sostrongly onentrepreneurial spirit. for companies suchasourswhoseculture a future withus.Andthisisdoublyimportant essential thatthey feel thatthey canbuild to create career opportunitiesfor them.Itis them to trust usinterms ofourcapacity and expect results. Ontheotherhandwe ask and we place responsibility ontheirshoulders On theonehandwe place trust inyoung talent M.-B.: A. COMMITMENT TODAY? LOYALTY… HOW DOYOU ENCOURAGE THIS RAISESTHEQUESTION OFSTAFF this appliesto allofourstaff! followed by training, for example. Butinfact, policies -to offer them regular assessment as demandingintheimplementationofour often require recognition. We have to be managers andtheentire company. They also M.-B.: A. “CONSIDERABLE DEMANDS”? WHAT DOYOU MEAN BY they willriseto them. are ableto offer theminteresting challenges, company. For ustheequationissimple:ifyou they doplace considerable demandsonthe who have joinedourranks are ambitiousbut unmotivated nor cynical.The recent graduates are portrayed, theseyoung peopleare neither Contrary to thecaricatured way inwhichthey M.-B.: A. RESOURCES DIRECTORS… ANOTHER KEYCHALLENGEFOR HUMAN RECENT GRADUATES REPRESENT open culture withaninternational dimension. in order to helpdevelop talentandcreate an an international scale, for highlevel executives, to bedoneisto develop thisexchange on therefore beenreached. What remains 30% of our staffchangerole -thegoalhas We have to give eachperson the Commitment works bothways. Generation Yisdemanding oftheir Yes, theinfamous “Generation Y”! by thetop executives! And ofcourse theexample must beshown is aperfect word for this:accountability. a question ofresponsibility. InEnglishthere on results more thanonprocesses, that’s for failure aswell assuccess. Concentrating initiative… andto thentake responsibility Managers must pushtheirstaff to take the is anessential aspectofourculture. on amanagementlevel. Tolerating mistakes quality oflife atwork. Butthatalsohappens whether they relate to the business orthe prizes to promote internal innovation – on www.csc.fr/rh. will bepublishedinNovember 2008andposted The fullresults oftheHRBarometer Survey * LiaisonsSocialesisaleadingFrench HRpublication ■ ■ ■ ■ ■ ■ ■ priorities: The 2008editionhighlightsthefollowing and sustainable development policies. including issues surrounding HRdepartments from skillsmanagementto socialrelations, highlights thecurrent prioritiesofHRdirectors – “Liaisons Sociales”–E&PHRBarometer Survey Published annuallysince 2001,theCSC– IN HRMANAGEMENT IMPORTANT TRENDS E&P HRBAROMETERSURVEY* CSC –“LIAISONSSOCIALES”– social stability (20%). improving dialogueandmaintaining HR issues (24%); involving managementandstaff in improving employee commitment (25%); development (30%); assisting inthecompany’s international supporting reorganisations (44%); improving themanagementofkey skills(50%) candidates (65%); attracting and retaining thebest FOCUS HAS AMOREFAR REACHING VISION: HAS ANUNRESTRICTED VIEWOVER FACE-TO-FACE 25 PREMIUM / CSC / AUTOMNE 2008 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:28 Page 26

VIEWS GETTING READY FOR INNOVATION IN PARTNERSHIP WITH ESSEC-ISIS

A LARGE NUMBER OF BUSINESS LEADERS WOULD SAY THEY ARE companies. Always close to top PERSONALLY IN CHARGE OF INNOVATION WITHIN THEIR COMPANY; management, these innovation offices, with relatively few staff and resources, BUT DURING THE SAME CONVERSATION, THEY WOULD ALSO SAY are often headed up by experts in the THEY CONSIDER INNOVATION AS EVERYBODY’S RESPONSIBILITY. YOU business whose seniority, experience and MAY BEGIN TO WONDER IF INNOVATION IS ANYBODY’S RESPONSIBILITY! reputation give them credibility. The role of such units is to develop “participative INNOVATION ITSELF IS ALREADY COMPLEX ENOUGH, BUT ORGANISING innovation” and to show that managing INNOVATION CAN BE VERY TRICKY, ESPECIALLY GIVEN THE PERSONAL innovation is not so much the job of one NATURE OF INNOVATIVE IDEAS. individual, but rather of all employees.

BRINGING INDIVIDUALS TOGETHER SO WHO IS IN CHARGE everyone's business, 50% replied that it These “innovation offices”, whose OF INNOVATION? is their own responsibility. At the same effectiveness cannot yet be measured, Recent studies show that the majority of time, they state that 40% of innovation will be seen as brilliant when they business leaders believe that innovation comes from employees, 35% from succeed in combining personal is a key lever for business growth. A lever suppliers and 35% from customers. contributions and the common good that should be used in the short term, There is probably confusion between of the company. In a way, it means since 65% of these leaders report that responsibility and origin, between producing the same results as an R&D they need to make fundamental changes individual contributions and the department, but using every level of in the coming months not only by common good. the business. This new structure cannot launching new products and services but succeed alone; it requires a significant also by putting more emphasis on FROM R&D TO INNOVATION change in the behaviour of managers innovation in their business model. But This confrontation between employees’ whose egos have so often restricted wherever innovation is needed, be it in egos and the common good of the innovation. Maybe the success will the business model, products or services, business has been exacerbated over the come when people will no longer say successful innovation relies on spotting last few years. For a while, innovation “innovation is my responsibility” or trends, identifying good ideas, and was the job of R&D departments, “innovation is everybody’s responsibility” developing continuity. In other words, particularly among science based but rather “innovation is a matter of getting organised. However, there are no industries, although not exclusively. collaboration.” obvious approaches to innovation and The “intuitu personae” matters were it’s often a matter of involving each therefore less serious since the source XAVIER PAVIE, EXECUTIVE DIRECTOR ESSEC-ISIS individual within a company. Indeed, in of innovation was almost exclusively order to generate the maximum number this microcosm. of potentially innovative ideas, the But over the past decade, innovation has maximum number of people likely to become "everybody's business": make a proposal need to be called upon. business leaders and employees of all At the same time, proposing an idea is levels are all encouraged to express something very personal, almost innovative ideas. For example, a Renault intimate and human nature means employee is encouraged to propose five people are sometimes reluctant to share to six new ideas each year. It means their ideas, especially in a professional that the whole company has to deal with

AUTUMN 2008 AUTUMN context where power and hierarchy 500,000 innovative ideas per year! Now are involved. This problem is reflected in that innovation has been set free, and is

/ CSC the responses of the leaders, when they no longer exclusively the responsibility of are asked who is in charge of innovation R&D departments, “innovation offices” in their companies: 50% answer it is have begun to flourish in many PREMIUM 26 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:28 Page 27 CSCO_0808103_Premium_N5_VA Belge.qxp:Mise en page 1 3/10/08 17:26 Page 28

ABOUT CSC

The mission of CSC is to be a global leader in providing technology enabled business solutions and services. With the broadest range of capabilities, CSC offers clients the solutionsthey need to manage complexity, focus on core businesses, collaborate withpartners and clients, and improve operations. CSC makes a special point of understanding its clients and provides expertswith real-world experience to work with them. CSC is vendor-independent, delivering solutions that best meet each client’s unique requirements. For more than 45 years, clients in industries and governments worldwidehave trusted CSC with their business process and information systemsoutsourcing, systems integration and consulting needs. The company trades on the New York Stock Exchange under the symbol “CSC.”

OFFICES IN EMEA SOUTH CSC & WEST REGION HEADQUARTERS

Belgium Italy The Americas Hippokrateslaan 14 Centro Direzionale Milanofiori 3170 Fairview Park Drive B-1932 Sint-Stevens-Woluwe Strada 3, Palazzo B1 Falls Church, VA. 22042 +32 2 714 7111 20090 Assago (MI) United States +39 0257775.1 +1 703 876 1000 France Immeuble Balzac Via Paolo di Dono 73 Europe, Middle East, 10 Place des Vosges 00142 Roma Africa 92072 Paris La Défense Cedex +39 06 515061 Royal Pavilion +33 1 55707070 Wellesley Road Via San Crispino 28 Aldershot, Hampshire GU11 Axe Liberté 35129 Padova 1PZ 14 place de la Coupole +39 049 6983111 United Kingdom 94227 Charenton +44(0)1252.534000 +33 1 43 53 57 57 Corso Inghilterra 41 10138 Torino Australia Aéropôle +39 011 4402711 26 Talavera Road Bâtiment 5, Macquarie Park, NSW 2113 2e étage Spain Australia 5 Avenue Albert Durand Av. Diagonal, 545 Planta 6 +61(0)29034.3000 31700 Blagnac 08029 Barcelona +33 5 67 69 89 00 + 34 93 4930900 Asia 139 Cecil Street Luxembourg C/Agustín de Foxá, 27 pl.3 #06-00 Cecil House 5 rue Eugène Ruppert 28036 - Madrid Singapore 069539 L-2453 Luxembourg +34 91 3237253 Republic of Singapore +352 24 834-1 +65.6221.9095 CSC Asturias IT Service Center Portugal Valle de Tamón, s/n Lagoas Park, Edifício 1 33469 - Avilés 2740-264 Porto Salvo +34 985 124101 +351 21 00 40 800

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