Cap Gemini Research Articles

Business Technology Trends + Lists + Awareness = Executive Optimization

Executives in the C-Suite hear about the same technologies every year from the major pundits and consultancies, such as the Gartner Group, Forrester Research, McKinsey, Accenture, Deloitte, IBM, and Cap Gemini—among others (lots of others). These lists are all essentially the same. In the past few years pundits and consultancies have featured artificial intelligence, machine learning, blockchain, the Internet-of-Things, edge computing, and how to manage multicloud computing environments. But do these technologies represent the full list that C-Suite executives need to understand and track? No—and it may not matter.

Wealth management services: a case study of Aditya Birla money

The term wealth management now a day's having very importance. So many financial institutions are engaged in the business of wealth management. Now a days, Wealth Management has very craze in the business world. In a survey, it was found that India had 100,000 milliners day end of year 2014 is now growing up by 21% from a year earlier (Asia pacific Wealth report). Wealth management services area in financial sector has been witnessing more attention during last couple of years. Cap Gemini Merrill Lynch Wealth Report 2015 cites number of HNIs (high net worth individuals) globally to be around 9.5 million with wealth held by them totaling to US$37.2 trillion in year 2014. Value of wealth held by HNIs represents an increase of around 11.4% since 2013. In this paper Wealth Management Services has been explained in respect of Aditya Birla Money.

Involving End Users to Mitigate Risk in IS Development Projects

In this paper the authors aim to gain insight into the relationship between user participation modes and project risk factors, and then they constructed a model that can be used to determine how user participation can be successfully applied in ISD projects with a given set of risk factors. The authors performed an in-depth literature review, which aims to clarify the concept of user participation as part of risk management. They then report on the results of a case study in Cap Gemini where we conduct an exploratory research of the application of user participation in practice. For this exploratory research, a quantitative and qualitative research method was designed in the form of a survey and interviews. Through the results from their case study, the authors gained insight into the relationship between user participation and IS project risk and also determine how user participation can be used to mitigate such risk.

Interview with: Hemadri Naidu Senior Manager at Cap Gemini Sogeti

Click to increase image sizeClick to decrease image size Additional informationNotes on contributorsChoton BasuChoton Basu is currently an Associate Professor of Management Computer Systems (MCS) and Director of the Global Business Resource Center (GBRC), at the University of Wisconsin-Whitewater. His areas of interest include e-business, project management, business process innovation, flexible business models, emerging market economies, and information technologies in global organizations. He has published his research in Journal of Business Research, Decisions Sciences, Journal of Global IT Management, International Journal of Information Management, Educause Quarterly and the Journal of Business Research.Hemadri Naidu is currently working as a Sr Manager in a well know consulting company, leading a business strategic data warehouse program. He is an innovative Data/ETL Architect with an expertise for transforming complex business requirements into workable and sustainable solutions. Over 13 years experience in working with cross-functional, cross-organizational teams both on-shore and off-shore. Diverse experience base including Java Architect and Data Warehousing ETL Architect roles. Proven ability, based on an extensive background of varied technical skills, to devise and suggest practical and cost effective solutions to clients. Superior communication skills including the ability to explain technical concepts to non-technical audience. Excellent project management skills and a can-do attitude ensuring successful, on time and budget, project completions.Hemadri received his Master of Science (M.S.) in Software Engineering (OOAD and Database Design major) from the University of St Thomas, St. Paul/Minneapolis. He has a Bachelor of Science (B.S.) in Computer Science and Engineering from the University of Mysore, India

The stock market reaction to Ernst & Young's sale of its consulting unit to Cap Gemini

PurposeThe purpose of this paper is to investigate how the stock prices of Ernst & Young's (E&Y's) audit clients reacted to the sale of the accounting firm's consulting unit to Cap Gemini. The study is motivated by the debate on how the provision of non‐audit services by auditors affects investor perceptions of auditor independence.Design/methodology/approachThis paper uses the event study approach and examines market model prediction errors around relevant dates.FindingsE&Y client firms' mean and median abnormal stock returns are significantly positive for two events, the approval of the sale by E&Y's partners, and the approval of the transaction by Cap Gemini stockholders.Research limitations/implicationsThis study is limited to one major audit firm for reasons discussed in the paper.Originality/valueThis study offers evidence on investor perceptions of auditor independence without relying on an earnings management model as is common in the literature. This study's evidence suggests that investors view the separation of auditing and consulting favorably.

An Assessment of Cap Gemini’s Cross‐Border Merger With Ernst & Young Consulting

Cross‐border mergers are rising in number and scope even though, on average, firms do not profi t from them. In this article, we use interviews and secondary data to assess a historic merger between two global consulting giants ‐ Cap Gemini and Ernst & Young Consulting. The two fi rms had well‐articulated strategic reasons for merging. Nevertheless, their integration strategy failed to address key differences in business models, core competencies, and organizational practices. As a result, the combined firm suffered five years of diminished financial and competitive performance. Our study highlights the organizational complexities affecting mergers between human capital‐intensive firms.

EU COMES TO GRIPS WITH NEW MEMBERS

JUST ONE MONTH AGO, THE EUropean Union made its largest step yet in enlarging its boundaries, taking 10 countries in Central, Eastern, and Mediterranean Europe into membership with the existing 15 members—called the former EU-15. With the dust now beginning to settle, it is obvious that opportunities are opening for the chemical industry throughout Europe —albeit with some challenges for the next few years. For the chemical industry, the scope of the new entrants is important enough to have generated recent studies by consulting groups PricewaterhouseCoopers (PwC) and Cap Gemini Ernst & Young, now Cap Gemini. And next week, the European Chemical Marketing & Strategy Association and the German Chemical Industry Association are cosponsoring a workshop in Frankfurt to explore the ramifications of enlargement for the chemical industry. Enlargement, as the PwC report points out, is expected to generate many economic changes. For chemical enterprises in the accession countries—Cyprus, Czech Republic, ...

Economic review

The latest UK Manufacturing Business Oulook Survey from Cap Gemini Ernst & Young UK and The Chartered Institute of Purchasing & Supply (CIPS), reveals that 45% of manufacturers believe UK entry to the euro would be good for their business.

Economic review

The latest UK Manufacturing Business Oulook Survey from Cap Gemini Ernst & Young UK and The Chartered Institute of Purchasing & Supply (CIPS), reveals that 45% of manufacturers believe UK entry to the euro would be good for their business.

5.7.3 Developing an Information Sharing Architecture across a Complex Competitive Environment

AbstractThe UK's Warship Support Agency (WSA) works with hundreds of companies to support the Fleet. The information needed is often hosted and managed by these companies, with many of them in active competition with one another.As many business processes span organisations, the sharing of information across boundaries is crucial. To achieve this, change projects were initiated by individual business units, resulting in ‘Shared Data Environments’ between these business units and their partners. Although this approach promotes innovation and rapid progress, it can hinder information sharing across the wider enterprise.This paper sets out the approach adopted by the WSA and Cap Gemini Ernst & Young (WSA's strategic e‐business partner) to develop a Technical Architecture for further information sharing across the enterprise. Key findings from the architecture study are also presented, which have relevance to many organisations seeking to integrate information systems across enterprise boundaries.

Exploring Management Consulting Firms as Knowledge Systems

This article examines the nature and the generation, dissemination and translation of knowledge in large, global management consulting organizations. The knowledge system in consulting organizations is modelled as consisting of three interacting knowledge elements: methods and tools, providing a common language and knowledge structure; cases, carrying knowledge in a narrative form; and the experience of individual consultants that is essential for the adaptation of methods, tools and cases to the specific consulting project. A number of recent studies have characterized knowledge-management strategies as focusing on either articulate knowledge or tacit knowledge. We argue that a fruitful understanding of knowledge management in management consulting requires attention to the relations between the different elements that represent different kinds of knowledge. Based on case studies in Andersen Consulting (now Accenture) and Ernst & Young Management Consulting (now Cap Gemini Ernst & Young) these knowledge elements and the interplay between them are identified and analysed. The main role of articulate knowledge is not to replace experience, but rather to support the generation, dissemination and use of it. A number of consequences of this conceptualization of the knowledge system are discussed in terms of the ability of the knowledge system to generate different types of learning and the complementarity of structural and individual knowledge.

E-business in the pharmaceutical industry

Recent work by the author with Cap Gemini Ernst & Young has included a global survey of customer relationship management (CRM) in the pharmaceutical industry. One interesting finding was the growing interest in the application of digital technology in the whole area of CRM. The question faced by organisations is how to market to individuals, to physicians or to smaller segments. It is in this context that this paper looks at the evolution of digital strategy.

Tap Internet employment resources.

About the author Lisa Anne Bove is a Senior Consultant with Cap Gemini Ernst and Young, Philadelphia, Pa. Article originally appeared in Nursing2002 Career Directory, pgs. 28–30. Lippincott Williams & Wilkins: Springhouse, Pa.

The value creation index:

There is increasing recognition of the importance of intangible assets. There is also a pressing need for a set of widely accepted metrics by which corporate leaders and the investment community can account for the non‐financial factors that affect value creation in the modern enterprise. Intangibles have always been a driver of corporate performance, and institutional investors take intangibles into account in their analysis and earnings estimates. Managers, by the same token, are increasingly adopting non‐traditional methodologies of measurement. The authors report on the work of Cap Gemini Ernst & Young researchers who have developed a rigorous, comprehensive model, the value creation index. The index combines the impact of key value drivers (e.g. innovation, quality, customer relations, management capabilities, alliances, technology, brand value, employee relations, and environmental and community issues) to form a single measure of non‐financial performance.

Sustaining distance training: integrating learning technologies into the fabric of the enterprise

The Context of Distance Training and Education: Predicting Change (Z. Berge). From Project Management to Strategic Planning (Z. Berge). MEETING THE CHALLENGE OF UNCOMMON ORGANIZATIONAL CHANGE. Attracting, Training, and Retaining Instructors for Distance Learning at the US General Accounting Office(J. Longnecker). Center for Learning at SBC Communications, Inc. (N. Friend & T. Eisma). The World is Officially Open for Business: How MCI WorldCom University Used the Corporate Intranet to Train a New Era Communications Company (C. Treanor & J. Irwin). Learning at a Distance: Surviving Implementation at the US Army Intelligence Center's Distance Learning Office (J. Ellsworth & L. Iorizzo). Making It Work: Training Short--Term Personnel at a Distance from Reseau Interaction Network (D. Larocque & N. Thomas). Distance Learning Implementation at the Internal Revenue Service: A Catalyst for Organizational Change (T. Scheer). SETTING COMPETITIVE STANDARDS. UAW DaimlerChrysler NTC (J. Codde & R. Egidio). FirstUnion: Distance Learning at Work (S. Latten, et al.).. Fordstar: Sustaining Distance Education at Ford Motor Company (J. Dessinger). Learning to Work in Web--Time--Evaluating Time--to--Market Instruction at Nortel Networks (G. Michalski). The Need for Coaching in a Distance Learning Environment: Lessons Learned at Cap Gemini (J. May & J. De Jong). Hewlett--Packard's Regional Training Center (A. Brance, et al.). ACHIEVING ORGANIZATIONAL GOALS. Building Motivation for Distance Learners in Public Health (B. Polhamus, et al.). Supporting an Enterprise Distance Learning Program at NYNEX (B. Howard).. US Postal Service's Integration of Distance Learning Initiatives to Meet Organizational Goals (M. Wankel). TeleEducation NB: A Province--Wide Distributed Distance Learning Netowrk (R. McGreal). From Training Enhancement to Organizational Learning: The Migration of Distance Learning at the American Red Cross (N. Rogers & S. Becker). Tools for Change: Linking the Organizational Perspective with Distance Training and Education Programs (Z. Berge).

Above all, do no harm: patient and staff safety.

Ann Scott Blouin, PhD, MBA, RN, is Vice President, Cap Gemini Ernst & Young. Dr. Blouin has practiced in academic medical centers and community hospitals, functioning in clinical nursing and administrative positions, including chief nurse executive and executive vice president. Dr. Blouin has published extensively in health-care and nursing journals and textbooks. She has served in clinical and administrative faculty roles for several schools of nursing located in Chicago, Illinois. Nancy J. Brent, JD, MS, RN, concentrates her solo law practice in representation, education, and consultation for healthcare providers, healthcare delivery systems, and nurse faculty. Ms. Brent has practiced and taught psychiatric nursing in a variety of settings and nursing education programs, including the Visiting Nurse Association of Cleveland and the University of Illinois at Chicago. She conducts seminars on legal issues in usring and healthcare delivery across the country, has published extensively in the area of law and nursing practice, and is the author of the 1997 text Nurses and the Law: A Guide to Principles and Applications, published by W.B. Saunders Co. This column explores selected legal concerns of interest to nurse executives and nurse managers.

The value creation index

The Cap Gemini Ernst & Young Center for Business Innovation (CBI) has conducted a series of studies on the role of intangibles in creating value in the modern corporation and developed a rigorous, comprehensive model – the value creation index – of value creation for progressive companies, one that enables users to measure the impact of key intangible asset categories on a company’s market value. By devising a set of standardized measures, weighted according to their relative impact, managers have the tools to better drive and monitor their company’s future performance. At the same time, if disclosure rules change in parallel, investors will be armed with a more uniform, less subjective and more robust way of evaluating companies. Over time, the value creation index will evolve, continuing to identify value creation drivers, while remaining sufficiently flexible so it can adapt to the constantly changing nature of companies in the connected economy.

Trust, power and interorganizational information systems: the case of the electronic trading community TransLease

Abstract.This paper focuses on Cap Gemini’s electronic commerce system, TransLease. TransLease is an interorganizational information system (IOS), which facilitates electronic commerce between motor vehicle leasing and repair companies. During our investigation, the system was used by approximately 1000 repair agents working for seven of the UK’s leading vehicle leasing and contract hire companies. This system was originally developed by AT&T and acquired by Cap Gemini in July 1998. At the time of acquisition, the system was seen as being of high strategic value, although it was also seen as underperforming. This paper reports the results of an action research project, which formed one element of the process by which Cap Gemini investigated the former problem. In the paper, TransLease is described as a complex electronic community, dependent upon the existence of symbiotic relationships. As such, the problems that the system users and developers experienced can be attributed to factors that impeded the mutual benefit accruing from participation in the system. The efficacy of the terms of exchange and the degree to which participants mutually benefit through electronic interaction is determined by the complex interplay of a number of relational and organizational factors. The research therefore illustrates the importance of the ‘soft’ organizational issues in IOS management and development, and suggests a conceptual model of the factors relevant in this case. At the time of this study, TransLease was still in the early stages of its life cycle, having only been available in the marketplace for approximately 18 months. During this time, through recognizing the complex problems and issues detailed in this paper, Cap Gemini accordingly redressed the way in which the system was managed and maintained. TransLease is now seen as having matured into a highly successful example of an IOS – a view reflected by its position as market leader in the industry. As this paper will show, the key to improving the existing service has been the emphasis Cap Gemini now places on managing the ‘soft’ aspects of the electronic community.

Uk Electricity Deregulation May Fail, Warns Cap Gemini

Uk Electricity Deregulation May Fail, Warns Cap Gemini

The use of GIS-system in catastrophe and emergency management in Finnish municipalities

MEMbrain will develop and make commercially available an industrial-quality system to support the major activities of the Management of Major Emergencies (MEM). Its main goal is to define and implement a standard software and hardware platform for MEM, configurable to operate in a variety of national and application domains. This goal will be attained through enhancing the performance of the people bearing the responsibility of decision-making in the case of a Major Emergency (Cap Gemini Innovation, 1992). MEMbrain is the EUREKA project EU904 consisting of numerous participants in seven European countries. The aim of the Finnish subproject is to develop a modern and open GIS-system for the rescue brigades and environmental offices in typical Finnish communities (SNI). Furthermore there will be another subproject “Real-time Use of Safety Studies” by the Technical Research Centre of Finland (VTT). Vaisala Oy joins to the project as SNI's partner. The rescue brigades are responsible for fire and emergency management activities in the Finnish communities. They want to get useful extensions to their existing open GIS and operative systems. The software as well as hardware platform is based on open Client-Server architecture, LAN, WAN and PC's, relational database management system, MS-Windows and UnifAce-4GL language. Also 3rd party SW will be used such as AutoCad. The functionalities to be implemented in the pilot applications will have to be approved of by the user municipalities. In addition, they should represent relevant extensions to the existing IT-systems. The Finnish pilot applications show that a low cost and small scale GIS-system is useful in the emergency management and environmental monitoring activities in Finnish municipalities.