to help our clients understand how the world that they
operate in can be more easily disrupted.
Consulting: I’ve heard you talk about what might
‘Uber’ them. Can you elaborate?
Mullen: Uber is the ‘uber-example’ of that disruption,
but I think people sometimes take away the wrong things.
With Uber, the technology’s not actually that critical.
Instead, I think it offers a great lens on an economy
that’s based on experience, utilization and trust. Uber
provides a unique experience. The utilization is about
the payoff—how do you drive the optimal utilization
of your assets? Think of the uberPool option. Trust
relates to the relationship between Uber and its drivers
as well as Uber and its customers. Trust also relates
to any company’s cybersecurity capability. That’s
why I’m so pleased with our acquisition of Leidos
Cyber last year—and very proud of what they bring
to the table. The acquisition lets us say to our clients:
“Earning and sustaining trust in your marketplace is
more challenging than it’s ever been, and we can help
Consulting: What do you view as some of Capgemini
North America’s best growth opportunities in the
Mullen: From an industry sector perspective, I
really like what we’re seeing in life sciences where
the conversation often focuses on taking what we
know about B2C and applying it B2B2C. We’re
having similar conversations with manufacturers
who are looking to move from a product-based
relationship to a service-based relationship. With our
engineering capabilities, our digital manufacturing
capabilities and our data capabilities, we’re really
unlocking some really innovative opportunities
in that space. We’re also very pleased with where
we’re going with consumer products clients as well
as in the energy and utilities space.
Consulting: What are you excited about in terms of
client responses to your service offerings?
Mullen: I’ve mentioned machine learning/AI and
cybersecurity, so I’ll hit on digital manufacturing. In
the next 12 months, the world is going to learn a lot
about what Capgemini brings to the table in the area
of digital manufacturing and engineering services. As
companies are getting out of proof of concepts and
striving to achieve tangible results on their digital
journeys, we’re having some great successes. I’m
really excited with the team we have in place there…I
want to mention three more areas that are growing
quickly. Number one is our global Capgemini Invent
business line. We’ve made acquisitions in that line
and invested quite a bit to build it up. The other one
is DCX, or Digital Customer Experience, and the final
one includes our cybersecurity services.
Consulting: Thanks, John. Anything I didn’t ask you
that you thought I would? What didn’t I give you a
chance to discuss?
Mullen: I firmly believe that the marketplace we’re in
is undergoing its own transformation. The rate at which
the marketplace is evolving places severe pressure on
the C-suite inside all of our clients. That opens up an
opportunity for the next chapter of the relationship
between Capgemini and our clients. The foundation of
this new phase is exploring how we cooperate together
while making bets and investments, and while taking
on risks and opportunities together. This model makes
our relationship much more of a business partnership than
a transaction. And that brings me back to my emphasis
on trust: How do we bring that business partnership
conversation to the marketplace in a context that our
clients put their trust in us over the long haul? It’s a
very simple concept, but it can be challenging in
execution. We’re really pleased with our journey so
far, and we think it will yield great results for our
clients in the future as well.