Transformation Trends Accelerated change is the new norm

Transcription

1 Transformation Trends 2012 Transformation Trends 2012 Accelerated change is the new norm

2 Contents Introduction 03 Transformation trends 05 Managing the strongest change levers 08 Choosing the right transformation strategy 13 Measuring financial results in transformation programmes 18 Digitalisation is both a driver and enabler for change 23 Methodology 27 Contacts 27

3 Introduction The past few decades have been characterised by a succession of fundamental shifts in the way companies operate and structure themselves. In their quest for greater agility and efficiency, companies have responded to global mega trends like social media, lean manufacturing, multichannel management and Big Data. Although such changes require unique and different skills, they are all examples of business transformations and change projects. Each type of project requires executives to ensure that the organisation is ready, willing and able to reach a commonly shared vision. In short, each project is about managing large scale change something that in today s highly distributed and global organisation is a complex and demanding undertaking. This study explores the trends that are driving business transformations in Norway, and examines the challenges and opportunities which arise when managing change in contemporary business. Our sincere thanks go to the senior executives who took part in the survey and shared their insight on the topic. Enjoy! Karl Thomas Reinertsen Vice President Head of Transformation - Capgemini Consulting Norway 3

4 Changes in the market are gaining speed due to consolidations, competition, customer demand and new technology. Change is accelerating more rapidly and happens with increasing frequency. 4

5 Transformation trends: Current change pace may never be this slow again Capgemini Consulting experience that the current change rate is not only unprecedentedly high, it is accelerating. In other words, the rate of change may never be this slow again. Do business executives in Norway share this view? What are the implications? How does it affect transformation management efforts? We can firmly state that Norwegian executives share our view we live in an era of accelerated business related change. Figure 1 To what degree do you feel that fundamental changes in the environment occur more often now than 5 years ago? 1% 22% 77% Low Degree Same as before High Degree Most companies respond to this by undertaking transformation efforts more frequently. The initiatives are quite evenly split between cost and revenue improvements. Figure 2 To what degree have transformation programmes changed in terms of... Those who favour cost and efficiency improvements report a significantly higher degree of financial return from their transformations than those who pursue growth. This indicate a greater challenge in both achieving and measuring the effects of growth initiatives. Frequency of programmes Focus on cost and efficiency Focus on revenue and growth 8% 18% 11% 20% 26% 12% 74% 69% 62% Use of cross functional teams 3% 24% 73% In addition, most companies have boosted the use of cross-functional teams, and have increased the number of people dedicated to change projects. FTE s dedicated to change projects Organisational levels involved 10% 8% 32% 45% 58% 47% It is particularly pleasing to observe how many companies also increase the number of organisational levels involved. In our view, alignment with implementers is a key prerequisite for successful transformation. Low Degree Same as before High Degree 5

6 All in all, we believe these are sound high level measures. They might also help to explain why as many as 55% of respondents claim their companies excel in managing transformations. This is significantly higher than what we see from international studies, where only 30% claim excellence. In these volatile times, transformation management should be a core competency in most companies. In this respect, 45% of Norwegian companies do not currently excel in transformation management. Figure 3 To what degree do you feel that your company excel in managing transformation programmes? Through our interviews we discovered three particularly relevant improvement areas within transformation management: 13% 22% 32% 77% 55% Low Degree Same as before High Degree Vision and culture are critical success factors in transformations Transformation strategies seem misaligned with underlying needs Most organisations struggle to link transformation programmes with economic results The following chapters elaborate on these issues. Conclusively, we share our insight on how companies could better harness the power of one the greatest underlying change drivers Digitalisation. 6

7 Changes in the business environment and market conditions are occurring more frequently. This leads to increased demand for change/renewal in relation to our products and innovation. 7

8 Managing the strongest change levers: Vision and culture are critical success factors in transformations Capgemini Consulting experience that in order to undergo a successful transformation, an organisation must fulfil four parameters; vision, ready, able and willing. The framework is built on 25 years of experience with extensive change processes and programmes. For larger change programs to succeed, all four parameters must be emphasised both before and during the transformation. Vision Having a compelling and inspirational vision is vital for excellent transformations. However, just communicating a vision is insufficient. Management need to make sure that the vision is understood by the target group, and that its rationale and consequences are well established before and during the transformation. Vision The vision is clearly defined Ready - The change journey is identified and well planned Able - The employees have the right capabilities to carry out their work both during and after implementation Willing - The rationale for, and benefits of the change are established and understood by employees To further understand the importance of these parameters, Capgemini Consulting investigated what contributes the most to transformation excellence. During our interviews respondents were asked to rate how well they have succeeded in deploying the different parameters in recent transformations. A strong correlation between transformation excellence and the two factors vision and able was found. In other words, the companies that succeeds in transformation management also reported a higher score on the parameters vision and able. READY VISION Clearly defined WILLING ABLE Figure 4 Framework for transformation VISION INSPIRING AND COMPELLING VISION CONSEQUENCES UNDERSTOOD BY EMPLOYESS READY TRANSFORMATION EXCELLENCE WILLING ABLE CULTURAL CHANGE BEHAVIOURAL CHANGE ADJUSTMENT OF ORGANISATIONAL STRUCTURE Figure 5 Correlated variables 8

9 We have a culture where changes and strategies are communicated from top management, but there is a limited understanding that we really have to change the way we work across the organisation to realise the benefits. The main problem is that the organisation let go of the vision, and focus on the details too early in the process.

10 Cultural and structural change The two most important factors correlated with cultural change were behavioural change and adjustment of organisational structure. Aligning the organisational structure with the strategic direction of the transformation will contribute to adjustment of culture in organisations. However just focusing on structural change is not sufficient, as it does not alone contribute to culture change. Other factors need to be considered and in particular behavioural change. Behavioural change in organisations is more likely to be successful if leaders are engaged in the change process, and show that they are willing to make a commitment to change. A small change in behaviour at the higher level in the organisation will have positive effect on the employees throughout the organisation. Change starts at the top, and management cannot demand employees to make changes in their everyday work unless they are willing to undergo change themselves. Challenge How do we manage organisational culture -the set of core beliefs and underlying assumptions that implicitly drives employee behaviour? Furthermore, how do we develop a change culture agile enough to meet the fundamental changes in the environment? The way we see it You cannot manage organisational culture directly. It has to be managed indirectly, by focusing on culture drivers. Capgemini Consulting work with four categories of culture drivers. The organisational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Culture is formed by the organisation s values, visions, norms, environment, systems and behaviours. Behaviours are often referred to as; the way we do things around here, and include everyday working habits as well as special events through which the organisation emphasises what is particularly important to them. Behaviours are further reinforced through rewards and measurements. SYMBOLS -Logos, cars, offices, websites BEHAVIOURS - The way we do things around here CULTURE REWARDS AND MEASUREMENTS -Monitor what is important in the organisation ENVIRONMENT -Reflects the power structures in the organisation Figure 6 Culture levers in organisations 10

11 It is too easy to start change programmes without mobilising the entire organisation. We have seen the negative effects of this several times and learned from it.

12 Development of a change culture Our results show that aligning organisational structure and behaviour with strategic direction of transformation will contribute to adjustment of cultural change in organisations. Contemporary business environment has gradually been moving towards more horizontal organisational structures. These structures are largely designed to meet the demands of an unstable and unpredictable external market. Through decentralised decision-making and more responsibility delegated to employee level, organisations will become more flexible and organic in nature. Management and employees will have a broader view of organisational goals and greater flexibility to meet changes in the market, because management levels and decision gates have been eliminated. Knowledge and information is the organisations most important asset. The successful leader will create an environment in which information sharing is encouraged, and the managers share information about goals, objectives and strategies with the employees. Managing Change Capgemini Consulting s approach to cultural change, focus on aligning the cultural levers with the transformation vision. The transformation map serves as a starting point for understanding how to work with the levers, and a properly designed change programme should include some of them. Much of the transformation success is dependent on the company s ability to clearly communicate the vision, align the structure, culture and behaviours with the strategic ambitions of the transformation programme. There is nothing fluffy about people it is all about taking a serious look at the company s culture and human system, and using the relevant HR and People levers. Symbols Initial communications Revised Training Changes to working environment Core competencies developed Rewards in place Vision To develop a culture that is adaptable to change, involvement of employees in change processes becomes increasingly important. Behaviours Management behaviours defined Perf. mgt. system Systems developed defined Leadership behaviours defined Corporate scorecard New structure revised in place Leadership / governance established 6-12 months 3-6 months Rewards and Measurements Environment 1-3 months Figure 7 Framework for cultural change Key questions for management Is the transformation vision clearly communicated and understood by the employees? Is the structure and culture of you organisation designed to support change? Do you have a follow up programme for change? 12

13 Choosing the right transformation strategy: Transformation strategies seem misaligned with underlying needs Companies principally conduct two different forms of transformations fundamental or incremental. Fundamental transformations are typically managed at corporate level, and often triggered by significant environmental shifts in market such as sudden changes in demand, rivalry, technology or regulations. Incremental improvements are typically managed by the line organisation and characterised by gradual improvements. Companies seldom limit themselves to one default transformation approach. Most need and want a healthy mix of both. Challenge The programmes are generally at corporate level, and the incremental improvements are in the line organisation with smaller scope. The study reveals that most leaders do not conscientiously separate the two different types of change and the related benefits. The lack of a holistic transformation strategy that encompass both large transformation initiatives as well as incremental improvement is likely to result in suboptimal use of resources and less than full benefits/effects. This study has ascertained that change occurs more frequently, and that the degree of fundamental change in the environment is increasing. How do Norwegian enterprises respond to this? One possible solution is that companies increase their continuous improvement efforts. Capgemini Consulting s analysis demonstrates that most companies feel they are becoming better at managing the large transformation activities, and that economic results have improved. When looking at the same relationship between continuous improvement efforts and financial results there is no significant pattern. In other words, we see no relationship between continuous improvement efforts and financial results. Figure 8 To what degree has continuous improvement efforts changed during the last five years? 5% 27% 68% Low Degree Same as before High Degree 13

14 The projects have become larger. We have the framework for continuous improvement, but it is not used in practical terms. 14

15 The way we see it Capgemini Consulting s experience indicates that fundamental transformation programmes may cause reduced focus on continuous improvement efforts. When a common framework for continuous improvement is introduced, the working method is very different from that of a large transformation programme. In order to succeed, optimal use of resources and a clear strategy need to be defined. Furthermore, to ensure efficiency and resource optimisation in their portfolio of change initiatives, companies must have a focused approach. This can be achieved through a well defined Transformation Strategy. There are a number of factors that will have to be considered in order to identify a beneficial transformation approach, and their sum constitutes the transformation strategy: Fundamental change vs continuous improvement Decentralised efforts vs a centrally managed programme Local vs global scope Rigorous planning vs iterative prototyping Role and degree of internal vs external resources Capgemini Consulting s approach for managing transformation programmes encompasses three distinct phases: Transformation Strategy, Design and Delivery. The first step is imperative for programme success. Transformation Strategy Define the vision & main goal for the Business Transformation through involvement of senior management Transformation Design Analyse potential and identify opportunities in AS-IS situation Transformation Delivery Develop business case and prioritise options in TO-BE scenarios Organise Programme Management and initiatives realisation Develop transformation design, plan and process Measure & Monitor Performance Conduct Knowledge Transfer Figure 9 Transformation Framework 15

16 Companies need to adapt rapidly and cost efficiently in response to changes in the business environment In other Capgemini Consulting studies the concept of business agility has been investigated. Business agility is defined as the ability to predict, adapt to, and be proactive with respect to change. Being agile is by most seen as necessary to be able to keep up with competition, or even gain a competitive advantage. Agility is typically a strategic challenge and is likely to require larger structural changes in the organisation. But effects can also be gained by addressing agility within their transformation strategy. In our view the main components of a transformation strategy will remain the same in the future; however the challenge for contemporary organisations is to drive transformations in a shorter period of time with fewer resources, and with improved benefit realisation. In other words, organisations will have to become more agile. This means they will have to be able to drive larger transformation programmes more efficiently than before, but it also means that the organisations should be able to drive change outside the large transformation programmes. To foster a culture for continuous improvement can therefore contribute to becoming more agile. Continuous improvement has been a hot topic for organisations during the last decade and many organisations have adopted methodologies such as Lean or Six Sigma. The respondents confirm that most of the organisations are working with continuous improvement, but few are very clear about the effects of such initiatives. Our international experience also shows that many of these initiatives fail to deliver the desired benefits. Often the approach to continuous improvement becomes too focused on the application of tools and less on actual behavioural change. Looking at continuous improvement programmes that exhibited sustainability reveals they usually include the following features: Strategic Alignment: A successful continuous improvement programme must be driven by a compelling burning platform that resonates throughout the entire organisation Leadership: Leaders at all levels in the organisation lead initiatives by example Recognition: Promotion and retention of change agents Performance Management: Organisations that have been successful in sustaining their continuous improvement initiatives includes performance management as a fundamental component of their programme Key questions for management Do your transformation initiatives have a defined and articulated transformation strategy? Do your transformation projects employ the appropriate approaches? To what extent is your organisation able to respond to extensive changes faster than your competitors? 16

17 We are adept in analysing trends and what needs to be done, but less adept at carrying out the transformation.

18 Measuring financial results in tansformation programmes: Most organisations struggle to link transformation programmes with economic results Experience from decades of transformation excellence has allowed Capgemini Consulting to witness companies gradually improving their capacity for change. Today, 56% of our survey respondents experience stronger financial output per programme compared to five years ago. Nevertheless, consistent financial benefits tracking seem to be a challenge for many companies. Our study reveals that only 48% of respondents use performance management actively. Further probing revealed inconsistencies between the rigour applied to investment decisions and subsequent performance management efforts. In other words, investment approvals seem more important to project owners than financial contribution. Even though 56 % of the respondents reported a strengthened output per transformation programme, further analysis and comments during interviews indicated that their responses were characterised by uncertainty. Measuring the exact financial benefits of transformation programmes proves to be a difficult task for companies undergoing transformations. Challenge It is difficult to see the results of one initiative as projects often are interlinked and results are influenced by external factors. This leads to two challenges: How can managers track the benefits of the business case? How can companies steer ongoing transformation programmes in the right direction? Figure 10 To what degree has the financial output of transformations changed? 8% 36% 56% Weakened Same as before Strengthened Figure 11 To what degree was performance management and incentives used to support the change? It is easy to understand that it may prove difficult to pin-point a project s incremental financial contribution as initiatives are often interlinked and influenced by external factors. However, it is absolutely achievable if approached in a structured manner. 28% 24% 48% Low Degree Same as before High Degree 18

19 Benefit realisation has improved a lot due to the introduction of dynamic portfolio management. We are more focused on profit realisation today than previously, but we are uncertain about how much our results have improved. One of our improvements areas is follow-up on business cases. However, measuring achieved value of a project is complicated, and project managers are often evaluated on budget and time. Our heroes are those who deliver on time and budget. Results and financial benefits of change programmes are rarely considered. 19

20 The way we see it For many large organisations, the level of rigor demanded in approving business cases for transformation programmes is most often not matched by the subsequent effort put into managing benefits over the lifecycle of the programme. Introducing benefit management methods to continuously evaluate and track benefit realisation can greatly improve the outcome of the programme. Being ready to undertake new actions and directions during an implementation phase is important since benefit management should be more than simply checking numbers it should focus on maximising the benefits from the business case rather than just monitoring them. We have experienced that there are some key principles which should be considered in order to take the full advantage of the benefit potential. The model below describes the lifecycle of a transformation programme; starting from a before phase, typically including a business case, to an after phase of evaluation. The before phase is described as the period before the implementation of the transformation programme and where the business case plays a central role. After finalising the business case, each benefit area should be assigned one or more KPIs. Moreover, measurable targets should be set based on an as-is assessment of the different areas, to ensure that the implementation process can start accompanied with well defined objectives. One of the most important success criteria during the transformation programme is to ensure ownership of the benefits. An appropriate handover of the business case with corresponding KPIs and measurable targets to the appropriate business unit s owner is essential. Creation of incentives is vital for a further anchoring of the owner to the benefits of the transformation programme. This can be conducted by linking the transformation programme KPI s to the owner s existing performance management system. These KPIs should be measured and reported continuously (i.e. by the use of a tracking dashboard) such that the programme can be steered towards the benefits realisation. Without having any direct impact on the completed transformation programme, the after evaluation will create value in the long run. The key point here is based on the business case and its proposed initiatives and benefits. By thoroughly examining each of these initiatives with the actual benefits achieved, a project manager will generate significant value and insight, and thus best practices in regards to future transformations. L ifec yc le of a trans formation programme L earning L earning c urve of the organis ation 1 Before B usiness Case to KPI s De ne meas urable targets 2 During Owners hip Incentives Meas urement & reporting Programme 2 Programme 3 Programme 4 3 After E valuation Programme 1 Time Figure 12 Transformation Lifecycle 20

21 Aligning transformation initiatives to the strategic agenda Benefit realisation of business case have to be seen in the context of other transformation initiatives in the organisation. Transformation initiatives should be aligned to the strategic agenda. This will enable the tracking of initiatives performance throughout their entire lifecycle. The king pin in this process is the strategic map: The strategic vision or ambition establishes the long-term aspiration. The value gap defines the difference between an organisation s aspiration and its reality. How to close the value gap is the essence of a performance oriented business strategy. This is articulated by strategic objectives and their causal relationships to each other; a strategic map. Most performance management professionals also prefer to add principally different stakeholder perspectives to the maps, to encompass the entire organisational footprint. Traditional perspectives are investors (financials), customers (market), company (processes) and employees (learning). 2-3 groups or themes of strategic objectives are often added to ensure focus. The true underlying reason why projects are not tracked is because CXOs as well as strategy and programme directors primarily focus on the entire company. CXOs underestimate the strategic verification and learning potential of performance management. In addition, performance management is pivotal to incentivise the organisation, making it willing to change, control implementation and follow up results. Financial Market Processes Learning Theme A Objective Objective Objective Objective Objective Ambition Value gap Strategic map Objective Objective Objective Objective Objective Theme B Objective Objective Objective Figure 13 Strategic Map Key questions for management How do you validate your business case? Are your change initiatives aligned with strategic goals? Do you measure the benefits achieved after a transformation programme? 21

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23 Digitalisation is both a driver and enabler for change: Digitalisation is becoming increasingly important in transformation programmes Cost and revenue oriented transformation objectives are likely to remain the same, but companies have to adapt to a reality where technologies is superseded ever more rapidly and assimilated even faster. In a recent study, Capgemini and MIT explore the challenges of Digital Transformation. Comparing the result from our Digital Transformation study with the findings in this study, two key elements stand out: 1) Adapting Organisation and Culture to a new digital reality Aligning existing corporate culture with new digital realities is one of the main inhibitors in digital transitions. Consequently, corporations have started to experiment with various organisational formats, such as cross-functional taskforces, in order to adapt their culture to the new challenges. The way we see it Capgemini strongly believes that incorporating these ideas into the transformation strategies of companies is pivotal in order to enhance the transformation capabilities. We also believe that in line with the digital revolution there is a vast array of digital tools that can aid companies in improving their transformation capabilities. Transformation strategy The real challenge regarding any strategy process is not so often the formulation of a strategy, but rather the communication of the strategy and mobilisation of the entire organisation. These are essential first steps to get the entire organisation engaged as well as to manage the traditional resistance to change. Enterprise 2.0 tools - such as social media, wikis, and discussion forums - can help mobilise and align the workforce on objectives by building awareness, creating transparency, and establishing open channels of communication. 2) People at the Heart of Transformation Going forward with digital transformation activities people need to be mobilised and engaged. Too often we see the technical nature of digitalisation resulting in companies underestimating this fundamental lever of transformation, namely the people. 23

24 ...It is not technology that is the obstacle to digital transformation, it is people... 24

25 Culture management We believe digitally powered tools and processes will revolutionise the way employees join, learn and develop and substantially impact organisational culture. Leading companies are embracing Enterprise 2.0 tools to foster a connected workforce where new forms of collaboration generate significant benefits. In doing so, they distribute scarce information beyond the enlightened minority and enable collaboration and knowledge sharing across functions and departments. The effects are new arenas for interaction that foster new ideas, increased employee buy-in and a culture that embraces modern, digital tools. Using a leading global company as an example, Pfizer uses a range of collaboration tools such as Pfizerpedia (an integrated platform including people, projects, events, blogs, and discussion group to promote knowledge sharing) and Pfacebook (platform for employees to interact) to connect its people worldwide in a way that fosters innovation and speeds the pharmaceutical development process. More scientific performance management Digitalisation of information and processes dramatically increase data availability. One of many advantages of this is that it enables real time measurement and reporting of process efficiencies in a significantly more accurate and scientific way. Management is not only able to measure real time, but also deploy corrective measures real time and automatically use advanced decision engines. With rapidly developing solutions for business Intelligence and business analytics, organisations will gradually increase their ability to identify, extract and analyse business data to improve decision making processes. Utilising information to its full potential can provide companies with a powerful competitive advantage. Although these are not new concepts, many organisations still have a long way ahead in terms of fully utilising the available data and increasingly sophisticated solutions to extract actionable insight from it. Accuracy and speed of measurement, analytics, reporting and knowledge sharing can be vital for both the short and long term success of an organisation. Transformation and digital are indivisible forces The examples mentioned above are but fractions of the possibilities organisations are presented with. No sector or organisation is immune to the digital phenomenon. The question is no longer when companies need to make digital a strategic priority, but rather how you should embrace it and turn it to competitive advantage. Given this urgency, should we view digital as the alpha and omega of transformation strategies, the focal point for every aspect of corporate change? Our view is that transformation strategy is its own master, but we have reached a stage where transformation cannot be done in isolation from digital. There are two reasons for this: Firstly, digital has a fundamental impact on how change takes place. Moving forward, every strategy devised must take account of the opportunities offered by these new technologies and their related applications. Secondly, digital is shaping the competitive battleground in all sectors. The data shows a growing performance gap between the best digital learners and the others. The more a sector relies on technology, the greater the gap between the most effective companies and the rest. And yet, the digital phenomenon does not stop at the borders of «traditional» sectors. Digital technology allows a more targeted business approach, more scientific decisionmaking and a new type of customer relationship. 25

26 Accelerated change is the new norm The respondents in the survey clearly state that change is the new norm. In order to meet this continuous accelerating change pace it is vital that companies have a well thought through transformation strategy that clearly differentiate between incremental and fundamental change initiatives. Constantly increasing the number of change initiatives in an organisation, poses a risk of suboptimal use of resources and will cause too much disturbance in the core business of the company. Having a clearly defined vision statement that is well communicated to the relevant stakeholders is crucial in every transformation. The visions of the transformations often have cultural change as a prerequisite for realising the planned results. Cultural change needs to be addressed systematically, and as an important part of the project in order to fully succeed in implementing change. Evaluating the results of the change initiatives becomes ever more challenging when the numbers of initiatives increases. Nevertheless it is vital to track the change initiatives to ensure planned benefit for company results, and continuous/strategic learning. The digital revolution will both increase the pace of the change in the business environment as well as support the most critical parts of the change e.g. through collaborative tools, digitalisation of processes and transparency of information. Linking the transformation strategy with the organisations digital operating model will become increasingly important to keep up with the change pace of the future. 26

27 Methodology The findings are based on qualitative and quantitative data from a total of 74 respondents across a broad range of industries, such as Financial Services, Engineering, Transport, Energy, Retail, Telecom, Media and Entertainment and Public Services. Besides reporting frequencies, correlation analysis was used to look at the covariance between variables. Note that we are not claiming causal relationships, but there is clearly a correlation between the selected variables in the study. Sources 1) MIT- Study 2011 Digital Transformation Review 2) The Capgemini Consulting CEO study 2010, Turning turbulence to your advantage 3) Capgemini 2009, European Business Transformation study 5) The Palladium Group, Balanced Scorecard Collaborative; Execution Premium, Kaplan & Norton Contacts Karl Thomas Reinertsen Head of Transformation Phone: karl.reinertsen@capgemini.com Sigmund Orholm Head of Business Transformation Phone: sigmund.orholm@capgemini.com Astrid Laukeland Head of Operational Excellence Phone: astrid.laukeland@capgemini.com Lars Fossli Head of People and Performance Phone: lars.fossli@capgemini.com

28 Capgemini Consulting is a leading provider of Management Consulting services in Norway and globally. We constantly strive to exceed our clients expectations by delivering tangible solutions and introducing lasting change. We assist some of Norway s largest and most innovative organisations with making the right strategic decisions and implementing strategies for sustained improved performance. In Norway we offer a broad range of Management Consulting services within the areas of Strategy and Transformation. Capgemini Consulting is the Global Strategy and Transformation Consulting brand of the Capgemini Group, specialising in advising and supporting organisations in transforming their business, from the development of innovative strategy through to execution, with a consistent focus on sustainable results. Capgemini Consulting proposes a fresh approach to leading companies and governments, using innovative methods, technology and the talents of over 3,600 consultants worldwide. With around 120,000 people in 40 countries, Capgemini is one of the world s foremost providers of consulting, technology and outsourcing services. The Group reported 2011 global revenues of EUR 9.7 billion. Capgemini Norge Hoffsveien 1D 475 Skøyen N-0214 Oslo, Norway Phone: Fax: Capgemini Consulting 2012