This document provides an overview of Business and Information Strategy (BIS) from Capgemini Consulting. It discusses (1) the need for business and IT to be aligned and transform together due to changes in technology and business trends, (2) an approach to IT management focused on 5 key levers including governance, competencies, and infrastructure, and (3) BIS offerings ranging from developing an innovation vision to managing large-scale concurrent business and IT transformations.

1. Business & Information Strategy
Overview
May 2008

2. Content
 Business & Information Strategy Vision
 Our approach
 Business & Information Strategy presentation
 References
BIS – Overview
©2007 - Capgemini Consulting
June 3, 2009 1

3. A new “techno-business” revolution that forces companies/organisations to continuously
transform themselves
Techno trends * Business trends
Increasing business competition,
globalisation, standardisation,
commoditisation, amount of
information & change
Business & IT
+
New competitors, new markets and
new products Transformation is
becoming inevitable
Specific Industry Sectors drivers
Compliance for Public sector, Convergence for Telco,
CO2 reduction for Utilities, …
In this fast changing world, IT is both a driver and an enabler of changes
* Source : Technovision – Capgemini 2007
BIS – Overview
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4. Due to the importance of IT for business success, the pressure on CIOs is higher than ever
Examples of typical challenges
External Forces CEO
• Integration with suppliers and customers systems • Role of IT in business strategy and
• Increased demand for customization by shareholder value
customers • Right level of IT investments
• Direct interaction customer/core systems • IT & other business processes outsourcing and alliances
• Increased interaction with IT suppliers require • IT capability to handle a major incident
standardization • Major corporate project decision-making process
The new CIO?
• IT value measurement
• Technology-driven innovation to deliver more value
• IT cost allocation across client businesses
• Reduction of IT operating costs
• IT cost structure
• Ensuring service continuity and IT security during IT projects
• ROI of major corporate projects, tracking hidden costs
• Efficiency leap on IT projects
• Types of IT assets to own
• Visibility of progress on large Business & IT
• Risk management and intrusion / fraud prevention
transformation programmes
• Compliance
CFO COO / Business
Across all industries, senior executives are asking challenging questions
about IT and its role in the business - which naturally places CIOs in Executive Committees
BIS – Overview
©2007 - Capgemini Consulting
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5. In this context, we have 5 key convictions
1 Business and IT should no longer be separate in your thoughts.
2 CIOs must be the natural leaders of IT-driven business innovation
3 Organise IT in two worlds : innovation and industrialisation
4 Promoting “hybrid” populations is mandatory for true business / IT cooperation
5 Design and manage Business and IT transformation concurrently, so as to ensure
continuous alignment and to maximise value in an uncertain environment
BIS – Overview
©2007 - Capgemini Consulting
June 3, 2009 4

6. Content
 Business & Information Strategy Vision
 Our approach
 Business & Information Strategy presentation
 References
BIS – Overview
©2007 - Capgemini Consulting
June 3, 2009 5

7. Transformation challenges generate combined Business and IT challenges
The Business & IT agenda
NEW BUSINESS MODELS
ENSURING PROGRAMMES’
GOVERNANCE STAKES
GROWTH
SUCCESS
AGILITY
COST REDUCTION &
VALUE MANAGEMENT
OPERATIONS EXCELLENCE
BIS – Overview
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8. Our approach identifies 5 key levers that contribute to solving the IT/Business transformation
challenge
The five key levers of IT management
• Does our structure support our strategy? • Do we have the right leadership?
• Are business leaders driving critical • Is the skill and experience mix
decisions? right?
• Do we have standard, repeatable processes
that assure frequent successes?
Governance, IT
Organisation & Competencies
IT Processes & Sourcing
• Do we have a set of
operational metrics that are
tied to business performance? IT Control
• Are the benefits of the IT &
initiative tied to the business Performance IS
sponsor’s P&L? Management Architecture
• Are we investing only where • Is maintenance consuming too much of
clear business value is our development resource?
demonstrated? • Does the design of a new application
• Do business leaders agree IT support our future architecture vision?
priorities are aligned with Technical
business priorities? Infrastructure
• Is our infrastructure delivering
regular reductions in unit costs?
• Are service levels set at the right
balance between need and cost?
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9. Based on this Business & IT framework, BIS offers four approaches to its clients,
from vision to transformation
Vision Transformation Strategy Transformation
Business Innovation
through IT Concurrent Transformation
(Ensure sustainable results by linking
(Create or transform Business Business & IT in large transformation programmes)
models)
IT Strategy
(Decide to invest in a IT Organisation & IT Governance
transformation plan)
(Transform the IT function to manage it like a business)
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10. VISION Business Innovation
through IT
The “Business Innovation Through IT” offering is focused on creating or
transforming business models by using technologies in an innovative way
Business Innovation through IT
Content Details
A shared understanding by business managers of what the new
Enabling a shared technologies are enabling and how other companies (either competitors or
understanding of Technology companies from other industries) are making the most of it, and therefore
gaining competitive advantage.
Identifying either new business / services or new ways of working that can
Business Use cases be invented thanks to technologies in order to create business
differentiators or new business positioning.
Design an operational business:
 Organisation, competency model
 Service Marketing and Promotion
Operational framework  Process framework
 Tools
 Controlling, governance, …
Selecting business partners who can help:
Business Partners  Deliver the new business /service,
 Capitalise on R&D and business vision,
 Build an end-to-end offer for clients
Formalised business plan reflecting the business model changes for decision,
Business Plan & quantifying :
implementation approach,  Business revenue growth and margin impacts
go/no go decision  Investment costs and running costs
 Implementation plan & planning
 Change management approach
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11. VISION & TRANSFORMATION STRATEGY IT Strategy
The “IT Strategy” offering delivers the project portfolio that will enhance the current
business capabilities
IT strategy content
Details
A target in terms of performance ambitions with regards to:
 IT Effectiveness
Vision  IT Efficiency
 IT Agility
The trajectory best suiting the company priorities :
 What degrees of uncertainty should you take into account?
Roadmap  How to get to the desired end-state from your starting point?
 What are the transformation stages?
A project portfolio enabling the chosen trajectory :
 Short-term quick wins
Project portfolio  Longer-term initiatives
A business case in order to:
 Assess the proposed solutions soundly
Business Case  Build credibility of decisions
 Obtain go-ahead
Collaborative ways of working to ensure:
 Integration of uncertainty in the decision-making process
Shared convictions  Value-creating reconciliation between Business and IT
 Lower implementation risks
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12. TRANSFORMATION STRATEGY & TRANSFORMATION IT Organisation &
Effectiveness
The “IT Organisation & Effectiveness” offering helps CIOs run the IT function like a business
IT O&E content
Details
Value Management  Promoting the value added by IT towards the Business
 IT Cost Reduction
 IT Charge-back  Implementing IT management processes that articulate operational & economic
effectiveness
 IT Controlling
 IT Balanced Scorecard  Providing the right steering tools to make sure that IT delivers cost effectively.
 IT Projects Portfolio Management
Governance, organisation &  Defining an Enterprise IT Governance that provides the overall framework for
how IT shall be governed, and should comply to regulations (SoX, etc.)
processes
 Business / IT relationship  Designing IT Organisation and IT Processes in a way that enables
implementation of the IT Governance framework
 IT globalisation
 IT resource consolidation (data centre  Promoting the use of IT Processes based on best practices provided by
consolidation, shared services) frameworks like ITIL and COBIT.
 IT Industrialisation & certification
 Defining a vision of the competencies required for an IT department based on
IT Competencies its sourcing strategy and the future needs of IT
 IT Skills Management
 Designing sustainable processes to assess IT employee profiles and
competencies in order to align them with required needs.
 Defining the areas which should be kept in-house and which should be
IT sourcing & external partnership outsourced to strategic partners
 Sourcing and offshore strategy  Assessing the opportunity to implement new IT delivery models that lever off-
 IT Procurement efficiency shoring
 Defining how the outsourcing deal should be managed.
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13. TRANSFORMATION STRATEGY & TRANSFORMATION Concurrent
Transformation
The “Concurrent Transformation” offering aims at achieving sustainable results by linking
Business & IT together in large transformation programmes
Concurrent Transformation
content
Details
General framework of the Business & IT programme:
 Organisation of projects and streams
Governance & Organisation  Committee roles and composition
 Relationship & delegation definition between Programme & Enterprise management
 Change and roll-out strategies
The different levels of Business & IT concurrent transformation :
Programme Management  Steering committee preparation and decision-making process facilitation
Cockpit  Internal control and quality
 Programme management office (planning, budget, risks, scenarios)
 Capgemini Consulting accelerators management (ASE, RSW)
A day-to-day alignment :
 Business strategy changes identification and anticipation
Business Strategy Alignment  Evaluation of programme impacts
 Target and road map actualisation
The business results management :
Securing Achievement of  Business case actualisation
Results  Benefits tracking
Change management and capabilities management for two specific populations :
 Programme team (team building, team events, team spirit development)
Human Factor Management  Management team (project approach and transformation best practice awareness)
 Capabilities management
BIS – Overview
©2007 - Capgemini Consulting
June 3, 2009 12

14. Content
 Business & Information Strategy Vision
 Our approach
 Business & Information Strategy presentation
BIS – Overview
©2007 - Capgemini Consulting
June 3, 2009 13

15. The global BIS network : 500 consultants across the globe
Europe
350 consultants
Norway : Finland : Jukka-Pekka Riihelä
Gunar Deinboll Sweden : Ulf Larson
Canada : Marc Finkelstein
UK&I Denmark : Daniel Paëtsch
David Blackwood Netherlands : Eric Kruidhof / Robert Morsch
Belgium : Sanjay Jhamb
USA : TT: Kieran Draper France : Eric Monnoyer
TCG: Brad Newman Austria : Alexander Kun
Spain :
Central Europe : Oliver Bittner
Christophe Mario
BIS Lab*
North America
100 consultants China : Joshua Zhang
Asia :
50 consultants
Australia : Andrew Williams
* Center of world KM resources and benchmarks
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16. Our recent publications
BOOKS POINTS OF VIEWS
« Mash-up Corporations, the end of Business
as usual » by Andy Mulholland, CTO of • Accelerate your strategic evolutions : how to
Capgemini. transform the SOA dream into reality ?
The book tells the story of fictional appliance maker
Vorpal Inc. and its pursuit of creative sales methods
for its popcorn poppers. Over months Vorpal goes • Ensure the future of your ERP with a
on a mashup-fuelled journey from popcorn popper Competencies Center
manufacturer to Service-Oriented Enterprise, with
new markets and new revenue streams. This book
is a cultural, rather than technical, guide to Service- • Program management: Almost the entire world
Oriented Architectures and Web 2.0 technologies. knows the good practices and still … something
goes amiss
« ERP, lever of company transformation », by
Claude Quelennec, a VP of Capgemini • Controlling IT costs : from a tactical approach
Consulting (BIS) to a transformation journey
This book tells the story of Valoneix, a company
which CEO decided to launch an ERP to revamp
and realigne its business. This book also exposes • Controlling outsourcing: Defining a realistic
best management practices in order to succeed outsourcing strategy, choosing the right partner
one’s implementation of an ERP. and ensuring sustainable performance
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17. Capgemini Consulting surveys on Business & IT trends (digest)
European CIO Survey
Special subjects
(annually)
IT Trends (annually)
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©2007 - Capgemini Consulting
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18. Capgemini Consulting world-class expertise in various industries (digest)
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©2007 - Capgemini Consulting
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19. We have developed packaged approaches to bring targeted and timely solutions to our clients
OFFER METHOD RESULTS
• Quick diagnosis of the • Mirror Core Business / IT division • A summary report outlining the
overall IT function interviews based on standard weaknesses and strengths of
IT FLASH (among IT division, questionnaires the IT function, and the
ANALYSIS ® Management and clients), • Analysis using the BIS knowledge directions for improvement
from three to nine weeks base
• Quick diagnosis of the • CEO/CIO/Core Business leaders • A photography of the maturity of
evaluation of the maturity interviews based on standard the economic monitoring of the
IT VALUE of the economic questionnaires IT department and position on
MANAGEMENT monitoring of the IT • A summary report showing best pratices
department on 6 key synthetic results • Evolution plan of IT value
themes management
• Accelerated graphical view • A strategy combining advice / tool • Sharing the vision (graphical
of IT capabilities portfolio creation representation of existing skills,
IT SKILLS VISION and skills management (six • A three-stage procedure : needs evaluation)
weeks), based on the use of • Data collection • Prioritization of initiatives and
existing documents • Modelization strategic diagnosis
• Operating seminar
• Quick diagnosis of the ability • Focus interviews with key • An executive report with the
to bring a transformation stakeholders of the program Program Management analysis
PROGRAM
project to a successful • Facts and data collection over the 5 axes and an
MANAGEMENT
FLASH ANALYSIS conclusion over 5 axes • Benchmark of the program improvement plan
(Governance, HR,Strategy, management maturity against
etc), in 6 weeks market best practices
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©2007 - Capgemini Consulting
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20. BIS, a leading team in its market
 500 management consultants in the World (350 in Europe),
Capgemini, one of the world’s foremost
specialized in business and IT issues
providers of Consulting, Technology and
 Management consultancy know-how in a traditionally Outsourcing services, has a unique way of
technical domain: working with its clients, called the
• Understanding the challenges of core businesses Collaborative Business Experience.
• A global and consistent approach to all issues involved (core Backed by over three decades of industry and service
business, IT, HR, etc.) experience, the Collaborative Business Experience is
 A consulting team backed by an independent IT services designed to help our clients achieve better, faster, more
sustainable results through seamless access to our
group (ability to mobilise the group’s skills and know-how)
network of world-leading technology partners and
 A transversal vision of IT stakes and the ability to mobilize collaboration-focused methods and tools.
deep industry knowledge within Capgemini Consulting
Through commitment to mutual success and the
 A global database on IT management achievement of tangible value, we help businesses
 Strong presence among the world’s top 50 companies implement growth strategies, leverage technology, and thrive
through the power of collaboration.
500 consultants at the heart of core business and information systems
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