competitive advantage because other IT firms simply
don’t know how to make it all work together.
Consulting: How is the overall business doing?
Livingston: We don’t report consulting as its own business unit, but the company overall is about $12.4 billion. Consulting rolls up into that number and we’ve
been growing our consulting business the last five or
six years at about 30 percent CAGR, almost all organically, which has not been easy. We have 5,500 consultants and they report both to me and to others in the
business. But they’re all in CBC business.
Consulting: Talk to me a little bit about your
recruiting strategy.Why Cognizant?
Livingston: I tell recruits that there are a lot of great
consulting firms and they could have a great career
at any of them. But Cognizant is different. We’re a
very entrepreneurial company. We’ve really only
been at this consulting model for a few years. I sort
of look at us as a very well-funded start up. At most
of those other firms to go from entry level to partner
will take 12 years or more. I tell them that we have,
honestly, no idea how long it will take. It’s as good
as you are and that they’ll get as much responsibility
as they can handle. I look at this generation and most
of them aren’t coming to consulting to be a partner,
most are looking for where they can get the most experience doing something they like in the quickest
amount of time possible. That’s what I’m selling.
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