CONTENTS - Capgemini

THE CAPGEMINI GROUP
I – COMPANY HISTORY
Founded by Serge Kampf in Grenoble in 1967, Capgemini has
grown to become one of the world’s leading consulting and
information technology service companies by driving a strategy of
development and diversification that has combined both internal
and external growth.
The Group has progressively extended its activities in Europe,
in particular with the acquisition of Programator in Scandinavia,
Hoskyns in the United Kingdom (1990), and Volmac in the
Netherlands (1992).
At the same time, Capgemini has developed its management
consulting activities with the acquisition of two American companies,
United Research and Mac Group, in the early 90s, the
German company, Gruber Titze & Partners, in 1993, followed
by the French firm Bossard in 1997.
More recently, the acquisition of Ernst & Young Consulting
(2000) strengthened the Group’s global profile, significantly
increasing its presence in North America and in a certain number
of European countries.
The years 2001, 2002, 2003 and 2004 proved to be particularly difficult
for the IT service sector and it became necessary to rebalance Capgemini’s
portfolio of activities in favor of two of its disciplines - local IT
services and outsourcing – and around the Rightshore TM concept.
The acquisition of Transiciel, at the end of 2003, enabled
Capgemini to double the size of Sogeti, an entity formed in
2001 in the local professional services domain, and which
contributed 16% to Group revenues in 2005. In the area of
outsourcing, from 2004/2005 onwards, the Group reaped the
rewards from the efforts undertaken to establish its presence
both in Europe and in North America by winning a number of
major contracts (HMRC, TXU, Schneider Electric).
In addition, Capgemini became the first European company to
take the offshore route. Capgemini chose to set itself apart from
its major rivals by proposing an “à la carte” system for the provision
of its services. The system is modulated according to the
requirements, the project envisaged and the specific culture of the
particular client. This is the idea behind Rightshore TM .
The Group’s profile has therefore changed significantly in a few
years, demonstrating an ability to respond to the new challenges
arising in the IT services and consulting industries. The 2005
results evidenced this firm recovery. 2006 was a financial period
of strong growth and increased profitability for the Group as
shown by the dynamism of its disciplines, strengthened by its
sector expertise. This year it posted net income of 293 million
euros and revenues of 7.7 billion euros. Capgemini has regained
its fighting spirit as demonstrated by the acquisitions of Kanbay,
FuE and Indigo. In addition, due to the deep changes in
the market, the Group has decided to launch an ambitious and
demanding program of development and conquest.
II – THE CAPGEMINI DISCIPLINES
A - One mission, four disciplines
The Capgemini mission: is to help its clients to transform in
order to improve their performance. For this purpose, an integrated
service offering, comprised of sector expertise and specific
disciplines, is proposed to them accordingly.
The four Capgemini disciplines are:
Consulting Services (CS): helping our clients to identify,
structure and execute their transformation projects, for a longlasting
impact on their growth and competitive edge.
Technology Services (TS or Integration): formulating, developing
and implementing all kinds of technical projects, from
the very smallest to the very largest.
Outsourcing Services (OS): assisting our clients in complete
or partial outsourcing of their information technology systems
and other closely-related activities.
Local Professional Services (Sogeti or LPS): offering a range
of information technology services adapted to local needs in
terms of infrastructure, applications and engineering.
Present in thirty-two countries and with a workforce of 68,000,
generating revenues of 7,7 billion euros in 2006, the Group offers
a wide range of integrated services, organized around its four disciplines
and sector expertise. Services range from strategy-making
to the maintenance of IT systems.
Each of the four business lines, comprising the Group’s service offering,
exists as an autonomous unit with its own objectives, business
models and recruitment processes. By combining the expertise of
these units, integrated transformation services can be offered to our
clients. Hence, the Group’s key strength lies in knowing how to
interlink its multiple skills in order to respond to projects requiring
a crosswise approach, thereby satisfying the needs of clients seeking
commitment to the achievement of measurable, sustainable results.
Capgemini is independent from any software publisher or
hardware manufacturer. In an effort to provide our clients
with the best products and know-how, the Group has formed
a network of strategic alliances and partnerships. This enables
us to freely and knowingly select and deliver reliable solutions,
precisely tailored to each and every client’s needs. Capgemini
ANNUAL REPORT 2006 Capgemini
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