4 NOVEMBER 2016 Consulting®
ShortTakes Trends, Views and Analysis
Turning Up The Heat
Fahrenheit 212’s Todd Rovak takes over as head of Capgemini Consulting’s N.A.business
Capgemini Consulting recently
appointed Todd Rovak to head its
North America consulting business
after acquiring innovation and
strategy design firm Fahrenheit
212, which Rovak also leads. In his
new dual role, Rovak will leverage
the combined capabilities of Capgemini Consulting and Fahrenheit
212 to drive Capgemini’s digital
innovation growth strategy and
forge a new breed of highly entrepreneurial, outcome-driven consultancy focused on cultivating its
people—even after they’ve left the
firm. Consulting spoke to Rovak
about his vision for Capgemini and
the changing state of the industry.
Consulting: How will you be managing
your dual role between Fahrenheit 212
and Capgemini Consulting?
Rovak: For the time being I’ll be staying
in both roles. That’s strategic because a
lot of the mission here is how we thought-
fully and strategically use both Fahrenheit
and Capgemini Consulting’s capabilities.
I use the word thoughtfully on purpose,
because for consulting firms, snapping up
design firms or other capabilities is the
easy part, the hard part is what you do
next. So through the dual role I’ll be un-
der the umbrella of Capgemini consulting
and have enough control to build towards
where we want to go. Fahrenheit 212 is
probably one of the strongest innovation
brands in the market, for now we’re go-
ing to keep it as the 212 brand as we go
to market with that capability. As corpo-
rate branding develops it might become
its own company, but the branding is out
there and we intend to use it.
Consulting: What’s been keeping you busiest?
Rovak: In some ways they’re two very different organizations, so they’re very different models to make sense of. Capgemini’s
heritage is in traditional sector and capability based consulting. It has an incredible breadth of capabilities. Fahrenheit is a
more focused capability, smaller in scale
but also in terms of how many people are
there and scope. It’s focused primarily on
top-line growth. Its people don’t co-locate.
For example, a typical Capgemini person
will spend four to five days a week with
the client, Fahrenheit 212 people spend 90
percent of their time at Fahrenheit with other Fahrenheit people working on solutions.
A lot of what’s been happening in the consulting industry, whether it’s Accenture or
McKinsey picking up design firms, is a bit of
a culture of ‘buy it and scale it very quickly’.
We’re purposely taking a different path towards developing products that make sense
of those capabilities and making sure we’re
building things that are right for the client versus just trying to make Fahrenheit or Capgemini very big. Scale is going to come, but just
scaling what we are today isn’t the point. The
point is there are very interesting products that
don’t exist in the marketplace today. We have
to be disciplined enough to build those around
our clients, around where we see gaps in how
traditional strategy consultants go to market.