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Capgemini University Report 2009 CLIP EFMD

Capgemini University

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Page 1: Capgemini University

Capgemini UniversityReport 2009

CLIPEFMD

Page 2: Capgemini University

How did we do it? Quite simply by getting even closer to the needs of the business and our people to help them get closer to our clients. We developed and delivered programs such as TechnoVision Masterclass enabling account teams from Consulting & Technology to engage with clients at a more strategic level. The new Rapid Design and Vizualisation series of courses allows our software engineers and business analysts to quickly capture user requirements so that their clients can see the systems that will be delivered. The Consulting Week and programs such as Selling In the Downturn or the International Business Solutions specifically looked at how we need to sell in the current market conditions. And, for this year’s

three Business Priority Weeks, focused on how to be “One Team with our Clients in the Downturn”, we invited Hydro One, HSBC and Philips to play an active role in helping us understand what they expected from us. Our participants heard from them that we must act as one team across our businesses & geographies, drive down cost through IT & increase value through business technology & innovation, achieve high quality and excellent delivery through a relentless approach, and maybe most importantly – be bold and go for it!

This year has already set the tone for 2010. Thanks to the fantastic progress made in our delivery model, the University will give greater focus on constructing

learning journeys targeted at key roles. And in order be closer to our people and better assist them in the development of their careers, the University will say good-bye to our school structure and move to role-based curriculums.

Steven SmithCapgemini University Director

Introduction1 Capgemini University Report 2009

The University = Les Fontaines, think again! This year the University made a huge shift in the way it engages with our people and the business. Through a more focused approach on virtual and local delivery, in 2009 the University’s global curriculum reached over 35,500 participants. While 2,700 of them followed courses in one of our central delivery locations at Les Fontaines, Chicago or Hyderabad, another 3,800 joined us locally in one of 16 countries who ran our courses and more than 29,000 participants went through virtual classrooms or e-Learning. This equates to more than 16,000 unique individuals following more than 239,000 hours of learning. Thus, despite the challenging economic conditions and reduced budgets, we reached more people than ever before!

Introduction Page 1 Year in Review Page 201 Blazing the Trail, Our Excellence Projects Page 4 Vitualization of Curriculum Page 6 University Qualified Facilitators Page 8 Supplier Management Page 8 University 2012 Page 10 Alliance Learning Page 1002 On Campus, Key University Weeks Page 12 Business Priority Weeks Page 14 Consulting Week Page 1603 Ten Key Programs Page 18 1. Agile Rational Unified Process (RUP) Page 20 2. Outsourcing Global Tools and Processes (OS GTP) Page 21 3. Sogeti Testing Academy Page 21 4. Business Case e-Learning Page 21 5. TechnoVision Page 22 6. Consulting Global Practise Networks Launch Page 23 7. Express Trains Page 23 8. Selling in the Downturn Page 24 9. International Business Solutions Page 24 10. Payment Stage 2 Page 2504 In the Countries Page 26 North America Page 28 Financial Services Global Business Unit (FS GBU) Page 29 India Page 30 UK Page 31 Key Data Page 32 A Special Thanks Page 34 University Profile Page 37

“We have always aspired to being an

Employer of Choice capable of attracting,

developing and sustaining a talented

workforce. I am proud of our achievements

so far. But in response to today’s new

challenges, and those of the future, we

must fundamentally reinforce our focus

and introduce changes in our behaviors.”

Paul Hermelin, CEO

“In 2009 the University has achieved a milestone through the evolution of its delivery model. It now delivers more learning locally than centrally and the uptake of its virtual offers has exceeded expectations.”Alain Donzeaud, Group General Secretary and University President

Page 3: Capgemini University

Year in Review2 Capgemini University Report 2009

“2009 has proven we can deliver high-quality learning to a huge proportion of our people both regionally and virtually.”Steven Smith

35,500 Closer Connections

2009 wasthe 20th

anniversary of the Capgemini

University

3,000 people came to centrally delivered locations: Les Fontaines, Chicago and Hyderabad.

3,800 attended our programs locally in 16 countries. 28,500

accessed our virtual learning programs.

The University delivered over 240,000 hours

of learning

June 2009

Les Fontaines, Chicago, Hyderabad & virtual

‘One team with our clients in the downturn: HSBC’

“The whole concept of University Week was very exciting. It gave me the opportunity to exchange ideas and experiences with so many people from all over the world.” Pragya Saiwal

March 2009

Les Fontaines & virtual

‘One team with our clients in the downturn: Hydro One’

September 2009Les Fontaines & virtual

“One team with our clients in the downturn: Philips’“Compared with other similar efforts, your TechnoVision brings structure and simplicity. That’s what makes it better, and that’s why I use it.” CIO of one of our largest clients

“Learning is changing. Classroom-based training is being replaced with a mix of delivery methods – virtual classrooms, web-based learning and face-to-face group learning. This new blended delivery provides an optimal learning journey that’s also highly cost-effective.” Régis Chassé

“During the Consulting Week 2009, we challenged convention by presenting without a single slide. All 400 participants discovered PowerPoint-free ways of interacting and engaging with each other, resulting in powerful, two-way conversations.” Marijke Dekker

“What’s important during a downturn is resisting the temptation to cut back on learning and business development. What’s really needed is to increase our investment in developing people and winning business.” Dick Barton

“A big priority for the Indian business is growing skills in areas like Technology Architecture, Engagement Management and Project Management so that we can go up the value chain in terms of the work that is outsourced and delivered in India.”Aarti Gupta

Page 4: Capgemini University

Year in Review

IntroductionYear in Review

02 On Campus: Key University Weeks03 Ten Key Programs04 In the CountriesKey Data, Special Thanks & University Profile

Key Fact:The University delivered 26% of its learning hours virtually, 39% regionally and 35% centrally.

Blazing the Trail

Our Excellence Projects

4 Capgemini University Report 2009

Page 5: Capgemini University

Virtualization of CurriculumIn a challenging economic climate, removing our consultants from the field for several days to attend a classroom session is a real investment in terms of time, travel and accommodation.

So, at the beginning of 2009, we took a strategic look at how we could save money on learning without decreasing the quality and value of the experience. At the same time, we wanted to increase the number of people who obtained training on our global curriculum. Virtual learning seemed the logical way forward.

The Virtualization of University Curriculum project looked at all the existing learning we offer to see how we could use other

delivery methods to complement the face-to-face classroom events. Following this review, we chose to invest further in two delivery methods for the University portfolio. One is the virtual classroom, where participants are in remote locations and ‘attend’ classes run by a University Facilitator. The other virtual delivery method is web-based learning modules which are video-rich and highly interactive.

All University Schools embraced this new approach and deployed virtual offers. The Technology School and Financial Services School were the most progressive in deploying innovative virtual programs. This initiative has demonstrated Capgemini’s commitment to people development, even in the economic downturn.

Head of the Virtualization of Curriculum project, Debbie

Collins, said: “The virtual methods of learning have enabled people to continue to be trained on priority content, even with reduced budgets. It has also expanded the reach of Capgemini University and its global curriculum into regions which previously didn’t have the budget to send people to centrally delivered programs - or enough demand to deliver a program regionally.” The project laid a solid foundation in virtual delivery which we will build upon over the next two years. We also plan to innovate into new areas of virtual delivery in 2010. While we saw a dramatic increase in the number of virtual participants and learning hours during 2009, the focus for next year is to ensure we achieve the optimum blend of all delivery mechanisms to ensure learning is more targeted to our participants and the needs of the business.

Our Excellence Projects

6 Capgemini University Report 2009 Blazing the Trail

In 2009, the number

of virtual learning

participants

increased by 583%

compared to 2008

and the number of

virtual learning

hours had gone

up by 415%.

The average

quality rating

for virtual

classroom

sessions is

4.0 out of 5.0.

We have successfully replicated the Capgemini University experience in our virtual delivery channels: virtual classroom sessions and eLearning programs.

“TechnoVision is one of the best learning modules I have seen.”

Page 6: Capgemini University

University FacilitatorsUniversity Facilitators (UFs) deliver the University’s learning courses to our people. The comprehensive programme we have devised for our UFs ensures we continue to develop our facilitators, so they are best equipped to deliver a high quality learning experience. Here are some of the highlights of our UF programme for 2009:

• In2008wedevelopeda University Facilitators Competency Framework. 2009 saw the implementation of this framework. As part of this, we carried out our first structured UF assessment across all the University’s schools and regions. Nearly 300 UFs were targeted for assessment and thisisnow89%complete.

•WeintroducedanewlevelofUF called University Faculty (UFa). Selected UFa members will be involved in cross-school initiatives and in the design and development of University courses. Two people have so far been nominated as a UFa.

• AcomprehensiveUniversityFacilitator Database was created and uploaded on Zoho Reports, a virtual collaborative reporting tool that allows analysis of our UFs by school, region, and learning programme.

• ALearningProgrammeforour University Facilitators was designed, with the objective of developing subject matter experts in the art and science of facilitation.

• OurnewUFOnboardingguideis intended to provide both new and seasoned facilitators with relevant, practical and useful information

•WeintroducedUFBrainpowerSessions as a way of connecting the facilitator community. These sessions enable networking and ideas sharing and also address current pressure points. Five sessions were held in 2009, with 119 UF attendants.

• AUFpagewascreatedontheUniversity website, containing information related to the role, support and development of our UFs.

•WelaunchedtheUFKM2.0site which allows University Facilitators to contribute their knowledge and tips, from which the entire UF community can benefit.

• TheUniversityCrewsupportthe Facilitators in the preparation and delivery of events. Creativity in their approach is key to their contribution. The focus of the UCrew is to incorporate graphic facilitation, event design expertise, and management of information, helping bring events to life.

Supplier ManagementThis project represents an important step forward in enhancing the University’s professionalism in partnering with external suppliers towards enhancing the value add for both sides while continuously reducing costs. The Business Development School wanted to improve selection, purchasing and management of supplier services while ensuring we always partner with best-in-class, innovative providers who will help us develop our people’s competencies.

We created closer connections with procurement and legal departments within the organization and delivered a successful pilot that created an end-to-end supplier management framework and formalized contract templates. We also saved €346,000 through adopting an improved negotiation process. We are now ready to roll out the framework across the University and beyond.

“I saw a real need to improve how we engage suppliers. It’s about creating powerful part-nerships, making sure there are transparent conversations and, ultimately, growing together.” Ben Dubois

The appointment of new University faculty members allows the University to develop a more strategic level of learning design and development expertise.

Our new University Facilitators Competency Framework involved a rigorous assessment process which ensures the quality of our courses remains very high.

Blazing the Trail8 Capgemini University Report 2009

The University Facilitators deliver the University courses centrally, locally and virtually. We have devised a comprehensive program to ensure they are best equipt to deliver high quality learning experiences.

Page 7: Capgemini University

University 2012University 2012 is an initiative that aims to create closer connections between the University and our people, the business and HR in order to maximise return on our learning investment.

To achieve this, we have started to implement a new University model:

• Amovetorole-basedcurriculums in order to be closer to our people and to better support their career development

• ExpandingthefocusoftheGlobal Curriculums from Capgemini-specific content to include industry know how and standards

• Establishmentofclearlearningpaths that combine all methods of learning (virtual, on-the-job, classroom)

• A‘OneTeam’approachinorder to be more client centric

• Introductionofindustrializedcore learning processes and tools with a Rightshore approach, to maximize the learning spend

University 2012 has guided the re-validation of the University’s mission and vision: to be the strategic partner for continuous transformation and competitive advantage of our Group, better enabling the Group to realize its vision.

University 2012 is a systematic way of building on last year’s accreditationbytheEFMDthat resulted in an externally validated self-assessment and improvement agenda. We continue to build on both internal strengths within the University and the Group, and external best practices, in collaboration with some of the world’s leading firms in corporate learning.

If we continue to follow through this rigorous process, it is likely the University will evolve into a true industry shaper.

Alliance LearningIn Q4 2009, the University became the hub for all courses involving Capgemini’s global alliance partners: IBM, SAP, Oracle, Microsoft, and HP.

This will ensure both business alignment of the alliance learning provided across the Group and its effective deployment across regions. It will also provide visibility on which technologies our people are proficient and fully up to speed.

The University always seeks to provide cost effective training to our people and has negotiated special rates with our alliance partners. This means our people can become vendor certified on specific products at a very discounted price (Oracle / SAP), or even for free (IBM / Microsoft).This has resulted in a big uptake in the numbers attending alliance learning.

“In the three months from October to December, the University organised alliance learning for 350 of our people.”Régis Chassé

Key Fact:The University 2012 initiative will allow us to become ‘one’ learning partner to the Group.

Key Fact:University 2012 is an easier, client-friendly way for our people to access relevant learning for their particular role.

Blazing the Trail10 Capgemini University Report 2009

Page 8: Capgemini University

IntroductionYear in Review01 Blazing the Trail, Our Excellence Projects

03 Ten Key Programs04 In the CountriesKey Data, Special Thanks & University Profile

12 Capgemini University Report 2009

Key Fact:The 2009 Consulting Week was the first gathering of Consultants from all over the world of Capgemini Consulting as a global entity. The theme for this year was ‘Rise in the Downturn’, with the aim of enabling our consultants to become ‘Fitter, Faster and Stronger’.

Key Fact:In 2009 we held three separate Business Priority Weeks. The theme for this year was ‘One Team with our Clients in the Downturn’ featuring Hydro one, HSBC and Philips

On Campus

Key University Weeks

Page 9: Capgemini University

Business Priority Weeks The Business Priority Weeks (BPW) are Capgemini University’s award-winning, flagship learning events. They focus on bringing key business issues and elements of Group strategy to life, while also providing ground-level feedback to the Group executive.

In 2009 we held three separate BPWs, each of which was delivered simultaneously across either two or three locations (France, India and North America). The theme for this year was ‘One team with our clients in the Downturn’.

EachBPWcontributestocreatingunderstanding and promotes a two-way discussion between the Group’s many stakeholders, helping us to determine how a

Business Priority is created by a market need. BPWs also help us map how, at a community and individual level, Capgemini can successfully address this market need.

A typical BPW audience represents a microcosm of our Group and aims to create a conversation around a relevant specific business priority. This year, over 2,000 delegates attended each BPW. They represented Capgemini people of all levels.

We also invited clients. Participants attended a variety of courses across the University’s sevendifferentschools.Eachday,everyone came together in one big plenary session to discuss the Business Priority. Connecting with so many people from right across the organization in this kind of learning environment generates a powerful wave of creative and innovative thinking.Our guest clients gave us extremely positive feedback

on the high level of professionalism observed throughout and, perhaps more importantly, recognised the importance of an organization that is willing to invest in creating such learning opportunities during these difficult economic times.

BPWs continually innovate in the way we deliver and in the tools we employ for this delivery. In 2009 some these included:

• ThevirtualizationoftheBPW(online broadcasts)

• e-Learningmodulesbuiltaround client/executive interviews

• Runningasingleeventacrossthree locations globally

• Useof24-7videoconferencelinks between venues

• Electronicvotingmachinesand the use of other new tools

• Variousnewsessionformatto engage with clients and executives

Key Fact:A typical BPW audience represents a microcosm of our Group and aims to create a conversation around a relevant specific business priority.

14 Capgemini University Report 2009 On Campus

Key University Weeks

“Connecting participants from North America, Europe and India gave everyone a true sense of being part of a global Group.”Sanjay Verma

Les Fontaines Chicago Hyderabad

“Our participants heard from our clients that we must act as one team across our businesses & geographies, drive down cost through IT & increase value through business technology & innovation, achieve high quality and excellent delivery through a relentless approach, and maybe most importantly – be bold and go for it!”Steven Smith

Page 10: Capgemini University

Consulting Week 2009 A Consulting Week is a learning and networking experience that brings together Capgemini consultants who participate in a memorable learning journey: Rise in the Downturn.

The 2009 Consulting Week was the first gathering of Consultants from all over the world of Capgemini Consulting. The theme for this year was ‘Rise in the Downturn’, with the aim of enabling our consultants to become ‘Fitter, Faster and Stronger’.

It was attended by over 400 participants, with many more joining virtually. In addition, over 100 trainers, executive course sponsors, sales executives

and Capgemini senior executives were also present.

The primary focus for the week’s activities was how to sell better. This meant that the activities focused on real prospects for real clients, thus providing a series of practical new business ideas that each consultant could take to their respective clients.

As it was ‘a no-slides university’, the week was a PowerPoint ‘detox’. We created a learning experience which used new slide-free ways of presenting and interacting with participants. Everyonelearnthowtopresentand engage with clients in ways other than with PowerPoint.

The focus on sales excellence was delivered via a range of courses, plenary sessions and team activities. The event participants learnt about the specific downturn offerings of the Global Practices that they can sell in

the current climate. Sales best practice from around the Capgemini Consulting world was then gathered and published in a booklet.

People went away with a much more in-depth understanding of how to sell in the downturn and how to engage clients. The success of the Capgemini Consulting Week will be measured against the impact it has in our people’s ability at every level to sell more, sell better, and create a culture of seeking opportunities.

All content is being shared via the Capgemini University websiteandKnowledgeManagement 2.0 site. An E-Capsulewasalsocreated,containing all the best session content.

16 Capgemini University Report 2009

A Consulting Sales Booklet with an overview for everybody to use.

On Campus

The no-slide policy was there to improve interaction and based on feedback was one of the clear successes of the week.

Page 11: Capgemini University

Year in Review

IntroductionYear in Review01 Blazing the Trail, Our Excellence Projects02 On Campus: Key University Weeks

04 In the CountriesKey Data, Special Thanks & University Profile

18 Capgemini University Report 2009

Key Fact:Two programs in particular: ‘Selling in the Downturn’ and ‘International Business Solutions’ focused on how we can sell in the current challenging market conditions.

Ten Key Programs

Page 12: Capgemini University

Agile Rational Unified Process (RUP)The objective of the new Agile RUP Academy program is to equip our Software Engineers with all the tools, techniques and processes they need to be active members of projects which follow a Rational Unified Process, underpinned by the Agile approach.

This program has been designed to be delivered either in a five-day accelerated classroom format or as nine-week virtual journey that only requires four hours of work per week. This nine-week format allows our consultants to remain working on projects and to travel, while being able to learn at the same time.

In its virtual version, Agile RUP Academy is the most innovative learning solution the University has tried so far. It provides completely virtual practitioner learning which includes a mixture of hands-on exercises, group activities, individual assignments, lectures and interactive discussions, as well as both individual and group coaching.

It is still at an experimental stage but the RUP Academy program is already receiving very positive feedbacks ranging from “Good”to“Excellent”…theoverall quality rating provided by participants (4.43 out of 5) is equivalent to that of University classroom based training.

There is also an added financial advantage: since our software engineers follow the program for just four hours a week, they can continue to generate revenue while they learn. We will analyze the lessons learned from this experimental e-course and this will inform the way our people are trained in the future.

Outsourcing Global Tools and Processes (OS GTP)Global Tools & Processes is a business initiative from IT Outsourcing which will make us the best-in-class in providing services to our clients. This initiative is supported by a detailed learning program.

This learning program consists of easy-to-access, easy-to-use modules and teaches a brand new way of working that will become embedded within our service teams.

In its first three months, 900 people took the GTP learning curriculum. Clients are also asking to take the courses. Since the curriculum is delivered by e-Learning,itisavailabletoallIT Outsourcing operations teams around the world. And, because so many people will use it, the investment in developing these courses will lead to outstanding value per person trained.

Sogeti Testing AcademySogeti is committed to enhancing the reputation we have as worldwide leaders in Testing. Our aim is to enable all Capgemini test experts to have access to the best professional development.

As part of this objective, we broadcast 20 interactive presentations within the space of 10 hours to 200 of our test professionals,usingWebEx.Thepresentations gave participants first-hand insight into the breadth and depth of Sogeti’s ThoughtLeadershipinTesting,from developing models to new services.

Participants also received updates on the latest technical testing developments from key Sogeti and Capgemini partners, with explanations on how these partners add significant value to our testing solutions. Afterwards, all the presentations were made available online.

Business Case e-LearningIn May, Consulting School launched an e-Learning module called ‘Financial basics for Business Case Development’. Its aim is to provide learners with a first level of understanding of the Capgemini Business Case process and to introduce beginners to the basic aspects of finance.

Since the launch, 400 people have - or are in the process of - completing the course. According to those who have takenit,thise-Learningmodule“covers the basics in a very clear way” and “should be mandatory for every consultant.”

The course is now a pre-requisite for the three-day Business Case program.

Ten Key Programs20 Capgemini University Report 2009

“The IT Outsourcing program demonstrates that Capgemini University is not there simply to provide executive skills for senior people – it also provides a whole range of learning for the entire Capgemini family.”Dick Barton

“Every Capgemini consultant

who takes their career

seriously needs to be able

to create a business case for

any project a client wants.”

Marijke Dekker

The overall quality rating for Agile RUP Academy provided by participants (4.43 out of 5) is equivAlent to that of University classroom based training.Régis Chassé

Page 13: Capgemini University

TechnoVision

TechnoVision is a key priority for our Group, clients and people. The University held TechnoVision Masterclasses to develop champions. TechnoVision Foundations e-Learning module was rolled out to make sure that everyone across the Group has the fundamentals.

The objective of the TechnoVision Foundationse-Learningmoduleisto drive awareness throughout the organization of what TechnoVision is and why it is a differentiator in the market today.

Wedevelopedane-Learningmodule which used a brand new approachtoe-Learningcoursedesign and introduced innovative technologies. This allowed us to develop an interactive interface, using videos, visual animations, voiceovers and quizzes. During the course of the year, the module was taken by almost 5,000 people – the first time we have reached so many people in one year on one topic.

The TechnoVision Foundations module received an average rating of 4.3 out 5, comparable to the quality ratings the University receives on classroom-based courses.

In 2009, over 350 people attended the TechnoVision Masterclass which aims to develop TechnoVision champions within Capgemini. The objective of the Masterclass is to explain how we can help clients define their future vision and help them understand the impact technology will have on their business. It also introduces the key elements of TechnoVision, focusing on three main aspects: Technology Clusters, Business Drivers and the process of understanding the matrix that combines them.

The Masterclass was delivered bothatLesFontainesandlocally and received an average quality rating of 4.4 out of 5. We are currently working with the TechnoVision core team to provide an update to the e-Learningmodulethatwillbealigned with the second release of TechnoVision.

Consulting Global Practice Networks LaunchIn November 2009, Capgemini Consulting’s Global Practice Networks (GPN) launched a series of 30 minute webcasts to Capgemini Consulting’s Sector Teams.

The aim of the initiative was for GPN to introduce its relevant offers and capabilities to the Sector Teams, for the benefit of both business areas.

Over 100 Vice Presidents from Capgemini Consulting attended the virtual classes, giving them an overall quality rating of 4 out of 5. The webcasts succeeded in increasing VPs’ knowledge and awareness of GPN’s capabilities and also provided them with insights into case studies in their specific sectors which they can now use with their own clients.

Express TrainExpress Train is a series of three-hour courses covering common core skills, such as management and communication. They have been running in the UK for many years, and this year they became global offerings through Capgemini University. The modules are suitable for people from all parts of Capgemini and Sogeti and are designed for classroom learning in any location, at minimal cost.

During 2009, 660 participants attended 69 sessions in seven countries, and rated them an average of 4.3 out of 5. The attendees liked the fact that the courses are short and to the point. They also appreciated receiving classroom learning in a downturn.

TheconceptofExpressTrainchallenges the assumption that all learning must either be virtual or span several days.

Ten Key Programs22 Capgemini University Report 2009

Applying TechnoVision helps clients define what their business will look like in the future and shows them how technology can enable them to get there.

“Express Train is useful, short, free learning for a large target population. Look out for Express Trains calling near you soon.” Dick Barton

Page 14: Capgemini University

Selling in the DownturnBetween July and November 2009, a set of three single-day learning events, entitled ‘Selling in a Downturn’, was introduced. This new set of programs, run locally, is designed to further extend the capabilities of our sales people in the current challenging climate.

• 27learningprogramsweresuccessfully delivered in 10 countries

• Atotalof365salesprofessionals from the Group attended the program

• Theparticipants’feedbackwasvery positive, with an average quality of 4.2 on a scale of 1 to 5

• TheBusinessUnitsalesleadersplayed an important role as sponsors for this program in scheduling, preparing the content with the trainers, and both introducing and attending the sessions.

The three courses were:• ManagingValueSellingina

Downturn, which attracted 139 participants. This course

enables participants to help clients recognize the urgency of required actions, and then stimulate business for Capgemini.

• NegotiatingforResults,which had 122 participants. This course is based on the view that, even in a tough negotiation, a win-win situation is possible, which is beneficial for Capgemini and helps to maintain the client relationship.

• Return-on-InvestmentbasedBusiness Cases, which 104 people attended. This event helps the sales person to create value statements and identify financial benefits for the client.

Technology Services in Nordic & CentralEuropewasthebiggestuser,with108participations,followed by Outsourcing with 94, and Technology Services in SouthernEuropewith80.TSinNorthWestEurope,FinancialServices and Capgemini Consulting also took part. Some typical comments from participants were: “Building a Business Case will bring me to the CFO level, which is a real progress” and “I know how to discover my client’s interest and objectives”.

International Business Solutions (IBS)The International Business Solutions (IBS) is Capgemini University’s cornerstone leadership development program and focuses on four main areas: Business Results, Communication, Leadership and Mobilization. It is attended by those with high potential who are poised to progress to the next stage in their careers.

IBS concentrates on business-critical issues from the point of view of our clients, our management and our people. All participants work intensively in global teams to analyze the real business challenge and develop a solution.

The 2009 IBS focused on ‘Transactional sales vs Relationship based go to market - what is the right balance between hunting and farming for Capgemini?’ The IBS assignment was sponsored by Group sales. There were 14 participants, fromtheUK,India,USA,Spain,Netherlands and Norway.

The course had two weeks of classroom time and three months of virtual time to complete the project. At the end, the participants presented their IBS assignment result to jury of senior leaders of the Group. Latertheassignmentoutputwasused by Team One members. Team One found the assignment results of the IBS team useful in thinking through the Group’s sales strategy.

As a leadership development program, IBS goes far beyond traditional learning. Instead, it gives ample opportunity for participants to:

• Applywhattheylearn• Transformthemselves•Workinaninternationaland

multicultural peer team of leaders

• Gainaninsightintohowtheywill need to work and what they will need to deliver when they move to the next stage of their career

• Buildsoundnetworksacrossthe Group

• Makeasignificantbusinessimpact

Payment Stage 2Payments Stage 2 is one of the most successful curriculums during this year from the Finance Sector School. It is an innovative certification program with the key objective of enhancing the expertise of the payments practitioners to create winning business solutions. This program has been designed, developed and facilitated by internal Capgemini experts entirely and offers a learning framework which is not easily available in the market. This program has helped to enhance credibility with the Financial Services Global Business Unit clients, as we are able to talk about international scenarios and to bridge the best practices from different regions around the world.

The unique feature of this program is that it is just not a program but a learning journey which is spread over 10 weeks. Delivered in two parts, it is a mélangeofe-Learning,actionlearning, and experimental learning. The participants have to commit 10 weeks of research and self learning and at the end have to present the key results in it to selected members from the senior leadership from the region and the School Council. Since its launch the Payments Stage 2 program has covered 250 participants globally and has earned a feedback rating of 4.5 on a scale of 5. With Capgemini’s presence set to grow in the payments area, the Payments stage 2 Program will play a key role in creating a competent workforce who understands the clients business better.

Ten Key Programs24 Capgemini University Report 2009

Selling in a Downturn is a new program aimed at extending the capabilities of our sales professionals. It was delivered 27 times in 2009 and attended by 365 of our business winners.

“FS school delivers strategic industry programs encompassing Core Banking, Payments and Cards, Property & Casualty Insurance, Life & Pension Insurance, Capital Markets and Risk & Compliance verticals of Financial Services Domain. In 2009 we delivered

programs to 7000+ professionals!” Ajinth Sreedharan

“The IBS presented a summary

of their results in TeamOne

Meeting. This fuelled a

constructive conversation that

was taken into account whith

their subsequent execution plan.”

Mahipal Goud

Key Fact:This year’s IBS was the 21st program that the University has run.

Page 15: Capgemini University

26 Capgemini University Report 2009 Year in Review

IntroductionYear in Review01 Blazing the Trail, Our Excellence Projects02 On Campus: Key University Weeks03 Ten Key Programs

Key Data, Special Thanks & University Profile

26 Capgemini University Report 2009

Key Facts:We have made great strides in successfully delivering courses locally in the regions. In 2009, 3,800 people attended classroom-based programs in 16 different locations around the world.

In the Countries

Page 16: Capgemini University

Key Facts:The FS School trained 676 people regionally and delivered regional learning in new locations such as The Netherlands and China.

North America2009 was a major milestone for North America, with the official opening of our University facilities in Chicago. This has allowed us to complement the set of University courses that we deliver locally with a true global experience.

To mark the launch in June 2009,179peoplecametoChicago to participate in a Business Priority Week event that was also held simultaneously in HyderabadandinLesFontaines.The theme for the week was ‘ One team with our clients in the Downturn’.

Additionally courses have been delivered locally and virtually to North American participants from all business units. Programs delivered in NA were primarily targeted towards EngagementsManagement,Service Delivery Management, Consulting Skills, Sales skills, and executive programs. Overall this year, university programs will have reached over 4,500 participants in North America.

Financial Services Global Business UnitsThe FS GBU Learning foundation is based on a holistic learning framework that emphasizes the need to develop skills in technology, industry and leadership learning. Mostly, organizations in the IT industry tend to focus on developing technology skills.

Some may focus on developing business or industry knowledge but very few concentrate on leadership skills. This can be a paradox as when one promotes or grows a person from within the organization, technology and industry skills are assumed and the ability to lead is a key criterion in promotion.

In FS not only are people offered a balance of curriculum in all three areas of the holistic framework but learning metrics are tracked in each of these areas. We met our goal of delivering an average of 10 days of learning perpersonwith60%technology

curriculum,30%FSIndustrycurriculumand10%Leadershipcurriculum.

This holistic approach has contributed to the business successfully growing people internally: a large number of our FS Managers are people who started their careers in FS GBU as graduates straight out of college.

The Finance Sector School delivering Industry curriculum wasestablishedin2007andis now the second largest University school. In 2009, it delivered courses to over 7,000participants.

In the Countries28 Capgemini University Report 2009

“In North America, participants were reached through the following delivery channels: 5% centrally, 13% regionally, 82% virtually.”Régis Chassé

Page 17: Capgemini University

Key Facts:In October, the India University Week welcomed 180 participants to a fun-filled week of learning. In the plenary session, the CEO of Capgemini India discussed the challenges of cross-discipline working in India.

IndiaThere was a huge wave of learning in India during 2009. Indeed, there is an intrinsic thirst in the sub continent to learn all about the latest technologies and developments, so it is not surprising that the largest number of virtual learners across the Group over the past year came from India.

We launched the University in IndiainHyderabadinJuly2007and currently offer courses in four key disciplines: Financial School, Technology School. Outsourcing and BP.

Participants who attend the courses we run in Hyderabad have the opportunity to connect with those attending the same course inLesFontainesandChicagoandto interact across disciplines, as experienced at the three Business Priority Weeks in 2009. We also deliver the same courses locally in every city where we have offices.

The University in India works in partnership with the business to build key skills across all levels to create a strong foundation for the Group. The programs we develop

30 Capgemini University Report 2009 In the Countries

are all fully aligned with the needs of the business here in India.

For example, in order that India can become involved in delivering higher end, bigger value projects, there is a big priority for us to grow skills in Technology Architecture,EngagementManagement and Project Management.

We are also developing foundation skills in areas such as programming and software engineering for entry level. In addition, we have successfully launched a series of workshops with the objective of developing consulting skills in our people.

UKDuring 2009 the UK ran over 80 University classroom sessions which included events catering for all disciplines.

These covered management events for such topics as Account Management, Commercial Management, ServiceandEngagementManagement and Sales courses as well as technical events such as Technology Consulting Workshops, Amazon Web services courses, SAP courses and the Information Technology Academy.

These were supported throughout with a spread of Masterclasses, whichintheUK,includestheUniversityExpressTrainevents of Be A Better Boss, Getting It Write, Speak Up!, Communication and Influencing and Working In International teams.

The Selling In A Downturn initiativesawatotalof89peopleattendsixeventsintheUK.RuninLondonandBirmingham,thethree events covered ROI Based Business Case, Managing Value and Negotiating For Results.

A total of 20 people attended two Train The Trainer for Consulting Week events and 15 people attendedtheUKsessionof Service Management in OS Global (SMOG).

50+ people have attended University Virtual delivery courses covering train the trainer events, particularlyfortheExpressTrainevents and also for Management events such as Service Asset and Configuration.

InMayCapgeminiUKtookpartinNationalLearningatWorkDayand the University ran two events:

• AnIntroductionTo The University

• TechnoVisionpresentation.

These were organised by Steven Smith and Régis Chassé and were broadcastviaLiveMeetingfromWashington, Paris, India and LondontoallsitesintheUK.Rooms were set up for people to watch the event as a group, or people were able to join at their desks. Over 100 people participated.

Page 18: Capgemini University

32 Capgemini University Report 2009

Learning hours Participant numbers YE 08 YTD Nov 09 Variation YE 08 YTD Nov 09 Variation Central (LF, HYD, CHI) 197 711 82 570 -58% 5 825 2 703 -54% Europe 30 904 28 081 -9% 1 478 1 623 10% Americas 30 290 18 653 -38% 1 116 544 -51% India 31 783 40 852 29% 1 109 1 415 28% Others 1 296 6 093 370% 50 266 432% Total ILT* 291 984 176 249 -40% 9 578 6 551 -32% Web based learning 8 398 41 761 397% 3 962 26 203 561% Virtual sessions n/a 20 977 n/a n/a 2 775 n/a Grand Total 300 382 238 987 -20% 13 540 35 529 162%

Learning hours Participant numbers YE 08 YTD Nov 09 Variation YE 08 YTD Nov 09 Variation Consulting School 93 102 35 041 -62% 3 306 3 614 9% Technology School 124 970 103 156 -17% 7 221 17 247 139% Outsourcing School 10 062 22 933 128% 364 4 043 1 011% BD School 11 251 8 362 -26% 706 729 3% Executive Education 23 379 14 696 -37% 713 504 -29% FS School 24 791 48 246 95% 504 7 954 1 478% Sogeti School 10 219 5 173 -49% 563 285 -49% University 2 608 1 380 -47% 163 1 153 607% Grand Total 300 382 238 987 -20% 13 540 35 529 162%

Unique employees reached by the University: 16 590

Breakdown by School Consulting School 2 722Technology School 10 501Outsourcing School 1 600Business Development School 641Executive Education 493FS School 3 120Sogeti School 273University 1 042Employees trained in more than one school 3 802Grand Total 16 590

Virtual

Regional

Central

43%

29%

28%

Virtual

Regional

Central

11%8%

81%

Virtual

Regional

Central

35%

26%

39%

Virtual

Regional

Central

3%

33%

64%

Comparison YE 2008 vs. YTD Nov 2009 per region

Comparison YE 2008 vs. YTD Nov 2009 per school

Number of unique employees trained at end of Nov 2009

YTD Nov 2009 Actuals

Year End 2008 Actuals

Year End 2008 Actuals

Participants trained per delivery type

Learning hours per delivery type

YTD Nov 2009 Actuals

*Instructor Led Training

Key Data

Page 19: Capgemini University

Paul Spence Tom Blacksell Henk Broeders Baru Rao Pierre Hessler Charles de Monchy Arindum Basu Geoff Cronin Bertrand Lavayssiere Roy Stansbury Ian Campos Izzy franco Eric Grest Manoj Hota Ashish Kanungo Eric Jhan Jean-Philippe Bol Eric Roudil Ard Jan Vethman David Boulter Thierry Delaporte Geoff Burns Jeremy Roffe-Vidal Barbour, Andrew B Joe Thomas Steve Jones John Brahim Vaibhav Shringarpure Kimberley Lesley Anirban Bose Lambert Swillens Kishor Chitale Lan O’Connor Olivier Sevillia Lanny Cohen Vaibhav Shringarpure Marie Abadie Jagadeesh Kuncham Bob Scott Arul Kumaran Paramanandam Marie-Laure Rivier Martin Cook Steve Gibbons Madhav Kulkarni Martin Scott Michael Hoey Luc-François Salvador Navin Goel Bill Campbell Nicolas Dufourcq Olivier Lepick Robert Ingram Olivier Picard Jeremy Roffe-Vidal Pierre Hessler Pierre Cros Priyu Ranjankar PV Narayan Prashanti Bodugum Rob Beere Ruurd Dam Connie Cservenyak Shailendra jha Ulrich Praedel Govindarajan Muthukrishnan Guenther Illert Chris Howard Olivier Lepick Ron Tolido Lan O’Connor Steven Smith Jean Gabriel Padovani Liz Benison Bernard Helders Natarajan Sivakumar Pierre Hessler Christine Hodgson Ard Jan Vethman Christine Hodgson Steve Lambert Guido Kamann Aarti Gupta Nandakishor Naik Sachin Kulkarni Paul Nanneti Olivier Sevillia Alex Wortmann Charles de Monchy Rene roest Giles Camoin Jean Baptiste Rouge Eric Roudil Andre Benoit de Jaegere Andy Mulholland Keith Coleman Jim Abery Christina Kyosti Bernard Huc Dayakar Reddy Lan o’Connor Aloke Paskar Robert Ingram Aimery Fustier Gilles Taldu Isabelle Roux-Chenu Aimery Fustier Michiel Boreel Steven Smith Chen Bo Rengarajan Appan Aiman Ezzat Mark Strandeaven Darshana Ogale Sue Beddow Ashish Kanungo Rene Roest Nirmala Samant Christophe Vergne Jack Dugan Francois Hucher Frank Langeveld Samir Kamat Alain Donzeaud Andy Mulholland Anne Nhin Dayakar Reddy Marijke Dekker Srinivas Karanam Bill Schreiner Charles de Monchy Chris Morton Sue Beddow Cyprian D’Souza Darshana Ogale David Boulter Bheemi Reddy Roy Stansbury Scott McMillan Lanny S Cohen Francois Hucher François Hucher Gerald O’Connor Peter Barbier Gerard Verstegen Prasanth Perumparambil Gordon Walker Bhuvaneswar Naik Hervé Canneva Isabelle Roux-Chenu Jan Scherders Patrick Nicolet Salil S Parekh Olivier Picard Walter Cappilati Xavier Hochet David Boulter Geoffrey Cronin Aruna Jayanthi Steven Smith Hubert Giraud Alain Donzeaud Hans van Grieken David Bonner Cyd Fowkes Phil Walker Bernd Woellner Olivier Lorrach Barbara Spitzer Gilles Camoin Subramanian Ramakrishnan Uwe Dumslaff Ken coppins Mark Porter David Doyle Christina Kyosti and to everyone else we may have left off this list.

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A special thanks to all those Capgemini Group Executives who contributed their time, knowledge and energy in making our people and the University successful.

Special Thanks34 Capgemini University Report 2009

Page 20: Capgemini University

Year in Review

The University’s vision is to be the strategic partner for continuous transformation and competitive advantage of our Group as its heart, home and hub. Its mission is to:

• Developthecompetenciesand capabilities of our people that are essential to Group priorities and performance

• Partnerwithbusinesstodeploy content on Capgemini specific differentiators and know-how and industry standards

• Createnextgenerationlearning that challenges and supports the participants while facilitating and incubating networking within and across our communities

• Leverageourrichhistoryand benchmark with best-in-class learning organizations to guarantee demonstrated excellence

In order to be closer to our people, as from January 1, 2010

the University is shifting to role-based curriculums, putting the learner at its core. The courses that make up the curriculum will be presented in learning journeys that include e-Learning and virtual classroom, as well as locally and centrally-delivered classroom learning.

While the virtual curriculum is focused on building our people’s awareness and understanding, the classroom-based courses are focused on allowing them to demonstrate new skills and capabilities in a safe environment. In the classroom they receive coaching and feedback from experienced field practitioners and develop an action plan on how to integrate their learning into their day-to-day roles.

The University, founded by Serge Kampf 20 years ago, is recognized by its peers, and within the market, as a leading provider of ongoing professional

development. In 2000, it won a European Excellence Award from Corporate University XChange & Financial Times for the aligning of learning to corporate strategy. And, in 2007, it was conferred two Corporate University Best In Class (CUBIC) Awards from the International Quality and Productivity Centre (IQPC) as Best Mature Corporate University and Most Innovative Corporate University.

Finally, in 2008, it became one of a select group of 15 corporate Universities to receive CLIP accreditation from the European Foundation for Management Development (EFMD).

The University is a phenomenal tool for linking our top talent to the Group and their communities. After attending the University, participants are incredibly motivated to take up new challenges and over 95 per cent of them are still in the Group one year later.

University Profile

36 Capgemini University Report 2009

CLIPEFMD

Page 21: Capgemini University

CLIPEFMD

You can download this report from the Capgemini University website: https://university.capgemini.com