4 JUNE/JULY 2019 Consulting®
Shor tTakes Trends, Views and Analysis
It’s Not (only) the Technology
Capgemini’s North American President John Mullen talks about the firm’s client-
Consulting: What is Capgemini North
America focused on this year?
Mullen: Our top priority this year is to
help our clients get their products and
services to market much more rapidly and
predictably. The effort has two primary
dimensions. The first one involves helping
clients scale and achieve the results of their
digital transformation agenda—how are
they driving their experience not just with
customers but also with partners, particularly
for clients that are moving from a product-based relationship with their marketplace
to more of a services-based relationship?
The second dimension involves helping
clients build their organizational talent—
and, frankly, the workforce between our
organizations—to deliver on that ambition.
Since I’ve taken on this role [in January
2017], talent has been absolutely foremost in
how we invest for our future at Capgemini.
And it’s been just as important—and, in some
cases, more important—to advise our clients
on building their workforce of the future to
capitalize on what’s available to them.
Consulting: What capabilities have clients
expressed the most interest in during the
past 12 months?
Mullen: Cloud, machine learning
and cybersecurity are critical topics of
conversation for us on the capability side.
Those rapidly emerging and pervasive
capabilities are certainly a big part of
enterprise-level transformation, but we hold
conversations about those technologies
Count on Capgemini North America President John Mullen to have a unique
take. A few years ago, he authored a post that asked readers if their digital
customer experience strategy possessed sufficient emotion. When he discusses
the technological disruptions upending most industries, Mullen shares
deeper thoughts on a new economic model “based on experience, utilization
and trust.” Last June, Capgemini North America consultants emerged from
a global, six-month organizational transformation that involved highly
empathetic work—more specifically, Mullen explains, how to put the client “at
the center of everything we think about and then orchestrate all of Capgemini’s
experts around the world to move the client’s agenda forward.” Early returns
suggest the transformation is paying off. In a recent interview with Eric Krell,
Consulting’s business editor, Mullen explained why he’s excited by the firm’s
recent growth—especially in life sciences, consumer products and digital
manufacturing among other sectors and capability areas.