Accelerating Digital Transformation:

Understanding and Setting Up a

Digital Services Unit
 Governing Digital Services
Digital transformation brings in multiple
risks and challenges. Business cycles
are now faster and more integrated,
there is an increased demand for cross-
silo capabilities, and there are greater
risks due to brand exposure in social
media. To answer such challenges and
address the opportunities, companies
need to set up firm-level governance
around their digital initiatives1. The
lack of governance can indeed lead
to very poor outcomes. As a Pfizer
senior executive recently put it: We
have many different brands in many
markets, so when it comes to digital
opportunities, we can have one
thousand flowers blooming and
thats not really scalable to any of our
stakeholders2. Companies that have
adopted this laisser-faire approach
have indeed seen a thousand flowers
bloom: a retail company, for example,
introduced nine applications with 12
functionalities, using five different
technologies. These applications, each
with multiple functionalities, resulted
in inconsistent, uncoordinated service
offerings that confused customers and
finally led to increased costs, breached
security policies and a damaged brand
image3. The company did not have any
governance structure in place.
Figure 1: Presence of a Digital Unit
65%
35%
Beginners
Source: Capgemini Consulting-MIT Research, 2012
Capgemini Consulting, in partnership with the MIT Center for Digital Business, as part of a multi-year research program on Digital Transformation identified four
levels of maturity. Beginners have a management that is skeptical of the business value of advanced digital technologies. Conservatives have an overarching
digital vision, that is however underdeveloped. Fashionistas have advanced digital features in silos, but they have no overarching vision and poor coordination.
Digirati have a strong overarching digital vision that is backed by good governance. They also have a strong digital culture.
2
Digital leaders invest
heavily in governance
mechanisms, and
this directly impacts
their performance.
The importance of governance in digital
transformation is something that digital
leaders have fully understood. As we
have seen in our research with the
MIT Center for Digital Business, digital
leaders invest heavily in governance
mechanisms and this directly impacts
their performance4. For instance,
we observed that while only 35% of
beginners5 had a digital unit, over 55%
of the digirati6 had one. On an overall
basis, only 48% of companies had
a dedicated organizational unit that
provided digital skills and policies for
the whole company (see Figure 1).
Implementing a Digital Services Unit
(DSU) can help companies establish
strong firm-level governance.
45% 52%
55% 48%
Digirati Total
A DSU is an organizational structure,
which focuses on digital activities
across an organization. A DSU plays
a critical role by challenging traditional
strategies and incorporating new
digital initiatives. Implementing a DSU
can help firms in accelerating their
digital transformation. This governance
mechanism will help organizations deal
with digital resources shortage, skills
development, establishment of policies
and standards, IP protection, or service
catalog and project prioritization. Also,
as a sharing mechanism, the DSU will
help controlling costs, both in time and
money. This paper discusses how to
create a DSU and the active role it plays
in accelerating digital transformation in
an organization.
Only 48% of companies
had a dedicated
organizational unit that
provided digital skills
and policies for the
whole company.
Have a digital unit
Do not have a digital unit
DSU as a Pathway to Accelerated
Digital Transformation
DSUs play a critical role in formulating
and implementing digital strategies,
developing digital services for business
A DSU establishes a units, brands or countries, facilitating
company-wide digital innovation, and monetizing digital
assets, by creating new avenues for
strategy, ensuring a digital businesses (see Figure 2).
consistent experience
unit sub-group that drives digital
strategy, sales, innovation and revenue
management. By establishing clear
guidelines on responsibilities, the DSU
can help minimize overlapping work
areas, and thereby accountabilities.
Our research showed that over 80%
of firms agreed that establishment of

for customers across
digital channels.
A DSU, as a control unit, interacts with
all functions within an organization
and coordinates efforts across
various units. For instance, Nestls
centralized DSU is responsible for
a wide catalog of digital services
including e-commerce platforms, digital
marketing, social media, consumer
relationships, m-commerce, Search
Engine Optimization (SEO), analytics
and R&D.
Driving Digital Strategy
A DSU establishes a company-wide
digital strategy to ensure a consistent
experience for customers across digital
channels. It defines a clear roadmap by
analyzing customer requirements, the
companys strategy, the competition,
and operational competencies. Once a
roadmap has been designed, the DSU
coordinates alignment between local
and global digital strategies to achieve
optimal results. For instance, Spanish
media major Prisas digital unit has a
clear mandate to lead and coordinate
all online activities and businesses
across the firm with a digital strategy
strategies and policies ranked high
among the roles of a digital unit7.
Enabling a Digital Factory
A DSU drives collaboration by
facilitating a dialogue between the
digital units and internal clients.
The DSU also helps in maximizing
resources by creating a service
catalog. For instance, Philips has a
digital competence center that provides
services to both Philips business units
and countries, with the marketing
service desk acting as a single point of
contact for marketing.

Figure 2: Roles and Key functions of a DSU

Digital Business Creation Digital Strategy & Transformation

Develops IT services to support internal and
external clients such as marketing, sales,
customers etc.
Develops online content to facilitate new
business opportunities
Focuses on ensuring seamless Digital
Transformation by aligning Marketing,
Finance, HR, Operations, Branding functions
with all digital channels

Digital Monetization Digital Factory

Evaluates new platforms such as Key objective of DSU is to give back to the
e-commerce, social media, viral video etc., Digital brands and markets, the data and intelligence
to create new revenue generating avenues Service on their consumers
and drive sales Unit
Facilitates collaboration across various
resources in the organization

Digital Skills Digital Innovation

Enhances digital skills and capabilities Promotes online innovation and establishes
across the organization a culture of ideation and collaboration in the
company
Avoids silos of digital capabilities

Source: Capgemini Consulting Analysis

3
 Fostering Innovation
A DSU enables the organization
to offer a wider product range and
reduce innovation cycle times. In its
centralized role, a DSU encourages
innovation through the usage of digital
technologies and platforms such as
crowd sourcing, open-source platforms
and social media networks. These
digital platforms and technologies help
drive innovation and ideation even in
large distributed organizations.
For instance, at Starbucks, the
company launched several innovative
initiatives under a team headed by
a chief digital officer. One of these
includes a mobile payments solution
that, till April 2012, had processed over
45 million mobile payments8.
Building Digital Skills
A DSU drives digital skills and
competencies across the organization
by conducting organization-wide
trainings and knowledge-sharing
sessions. Since the DSU is also the
umbrella unit when it comes to digital
development across all functions in the
organization, it can consequently play a
critical role in collating and developing
relevant digital skills. This avoids skill
build-up in silos.
Monetizing Opportunities
The role of a DSU is also to coordinate
local business units and offer them
advice on asset monetization avenues
within the digital space to help
4
them expand their business reach.
Some of these avenues range from
selling digital content to leveraging
paid advertisements, entering into
e-commerce agreements with third
parties, to community management.
For example, Starbucks offers its free
WiFi users access to an exclusive
in-store premium content network
called Starbucks Digital Network. This
exclusive network is the result of a
partnership with Yahoo that aims at
enhancing customer experience at
Starbucks stores, by providing free and
interesting content from a variety of
partners9.
Creating New Digital
Businesses
A DSU can also help create new digital
businesses. Technologies such as
virtual prototyping, 3-D renditions and
modeling, business intelligence and Big
Data analytics, provide opportunities for
organizations to develop new business
offerings. All these offerings have the
potential to become business ventures,
which can then be autonomously
managed by the DSU. These ventures
can either be developed in-house or
through collaboration with external
third-party organizations.
Implementing a DSU not only
accelerates the journey toward
digital transformation, but also
delivers tangible benefitsprocess
transparency, improved inter-
divisional collaboration within the
organization, accelerated time to
market, improved customer satisfaction
scores, and process automationto
the organization and the consumer.
It improves the quality of digital
services through the execution of
consistent and repeatable processes.
It enables decision making at the
right level, optimizes budgets by
sharing resources, and provides more
control over the tools and services
development. It also provides business
units with a fair amount of autonomy
in order to enable them to design their
own relevant KPIs for digital services.
A DSU also improves efficiency through
well-defined roles and responsibilities,
and improved partnership between IT
and business functions. This enhances
internal communication across the
organization.
In the rest of the paper, we expand on
how to select and implement the right
governance model for a DSU.
80% of firms believe
that establishment of
standards and policies
is a key role of a
Digital Services Unit.
Setting a DSU in Motion
The choice of
governance model is
determined by the
resources shared and
levels of coordination
required for
implementation.
DSU effectiveness is both a function
of how it is designed and how it is
implemented. Before implementing
a DSU, it is important to decide on
the governance model that would
administer the DSU upon set-up. A
DSU governance model establishes the
roles and responsibilities of a DSU.
Selecting an Appropriate
DSU Governance Model
In order to establish a robust DSU
governance model, it is important to
consider the department to which
the shared resources are aligned and
the level of internal coordination that
is required within the organization.
These two factors will determine the
most favourable model an organization
can implement. There are two broad
approaches to creating an effective
DSU Governance Model. First is a
Two-Halves-in-One model that
can be further categorized by who is
leading it, IT or Marketing. The other
approach is an integrated model. Each
model has its own sets of pros and
cons. Organizations can choose any
model depending on their vision and
digital maturity.
IT-Centric DSU Model
This model involves setting up a
distinct entity around digital a global
DSU hosted in IT. The Digital IT unit
interacts with the IT and other internal
departments to determine the IT
service catalog for internal clients (see
Figure 3).
Once a list of services is defined,
the Digital IT unit draws up a service
catalog, which consists of currently
active services, and those that need
development. Inputs are then taken
from internal clients. These inputs allow
the creation of a broad dimension that
enables the organization to depict the
interdependencies of IT with other
functions. This allows the organization
to determine the optimal level of control
the Digital IT unit will have.
The IT-Centric DSU model unifies
technology initiatives across business
units and fosters collaboration across
employees in headquarters and global
Figure 3: IT-Centric DSU Governance Models
Digital Board
Demand
Management
Digital IT
Digital Factory
Digital Services Delivery
Direct to end-users via local units (countries, etc.)
Services for internal
end-users
Source: Capgemini Consulting Analysis
regions. For instance, an investment
products and services company closely
integrated its global IT and operations,
which enabled a more integrated
definition of global processes, and
transformed multiple IT systems of the
company into a unified global platform.
Recently, the company extended
governance to include new digital
initiatives such as social reputation
monitoring, micro-blogging and mobile
selling10.
The IT-centric model allows for local
control on the developed services,
including aspects of technical choices,
roadmap, and pace of execution.
The model also offers autonomy
to individual BUs and helps foster
motivation, and increase creativity and
innovation.
The main challenge with this model
is the connection with brands and
marketing since this remains, primarily,
an IT-led initiative.
Digital
Service
Catalog
IT-Operation
5
 Marketing-Centric DSU
Model
Digital services in this model are
delivered by a separate business
unit Digital Marketing. This new
entity provides digital services to two
separate existing unitstraditional
marketing and salesto define a digital
service catalog for all the services
provided to external clients (see Figure
4). Similar to the IT-centric DSU,
resources attached to this DSU model
A marketing-centric
DSU setup acts as a
common platform to
develop new revenue
streams while driving
customer experience.
continue to be a part of their respective
parent groups.
A service catalog is developed with
a collective definition of services,
which consists of current services
offered, and services needing
development. A digital board overlooks
the coordination of actions (scope,
budgets, and roadmaps) across various
business units.
A marketing-centric DSU setup acts
as a common platform that creates
new digital businesses, and therefore,
generates new revenues. It also
helps enhance portfolio and improve
customer experience. For instance
Telefonica and Etisalat established
new DSUs to drive growth across new
lines of businesses. Further, DSUs of
both companies recently signed an
agreement to jointly develop business
opportunities, license products and
share knowledge across a range
of digital services such as cloud
computing, m-commerce solutions,
video services, digital advertising and
others. This agreement enables both
companies to implement best practices
of digital services and consumer
experience11. Similarly, a European
airline integrated part of the sales team
with a part of their marketing team.
Here the digital IT team is hierarchically
linked to the IT department and the
web support team is linked to the
sales department12. A key challenge in
setting up a marketing-centric DSU is
in engaging and creating partnerships
with multiple external parties, such as
Web-based agencies.
The biggest advantage to the
marketing-centric DSU model is that
it affords autonomy to individual BUs
and enables dedicated service to
respective clients.
However, the model does have its
challenges. The main challenge is to
connect with IT in order to optimize
the investments on digital capabilities
since it is IT that has the lead on digital
capabilities such as analytics and
solution delivery.

The IT-Centric model has a clear focus

Figure 4: Marketing-Centric DSU Governance Models on internal users while the Marketing-
centric model caters to external
clients. With different service catalogs
Digital Board being maintained for internal and
external clients, both these models
Marketing Demand provide clarity on needs of their
Service Management
Catalog respective clients.
Marketing
Digital Integrated DSU Model
& Sales
Marketing
Department Contrary to the IT-Centric and
Marketing-Centric models, where
digital teams formally remain as
part of their parent entities, the
Digital Services Delivery integrated model pools these digital
Direct to end-users via local units (countries, etc.) resources into a new dedicated entity.
Consequently, there is a unique catalog
presenting services offered by the unit,
Services for external and common processes for demand
end-users management or service delivery.

An integrated model utilizes a single

Source: Capgemini Consulting Analysis business unit (BU) for all digital
initiatives and services. The newly
established BU aligns each function

6
to a common core principle, which Figure 5: Integrated DSU Governance Model
drives business value. In the integrated
business models, all functions share
P&L responsibility, thus motivating each
function to cooperate and coordinate Service
Demand management
for best results (see Figure 5). Catalog
Portfolio management
In the integrated model, the marketing
function is the business driver, while IT Architecture
operations enable business processes. Marketing &
Design
The integrated model manages and IT Operations
PMO
enhances service catalogs based
on shared resource pools between
functions. For instance, a Spanish
Digital Services Delivery
media player created a digital unit
Direct to end-users of via local units (countries, etc.)
made up of two clearly differentiated
organizations, one focused on
Services for Services for
managing the IT infrastructure and the external internal
other on driving the digital strategy end-users end-users
of the overall group. The digital unit
reports in to the Chief Digital Officer13. Source: Capgemini Consulting Analysis

The integrated model allows for setup
of clear objectives and responsibilities
for the DSU, which facilitates
decision making and communication
with local units. It is also easier to
holistically drive and monitor digital
transformation, consistently grow
skills, and mitigate risks of redundant
initiatives. These are possible due to
the fact that the DSU is a separate
unit that interacts with both marketing
and IT. Implementing an integrated
model reduces operational costs due
to reduction of skill duplication, drives
innovation, and reduces time to market,
given its independent standing within
an organization. It is easier to govern
and align measureable KPIs to each
function, as all functions are driven by
common objectives.
Our research indicated that standalone IT department diminishes
management of the governance model with only 28% companies having them
differs according to an organizations in the drivers seat. Similar results can
digital maturity. For instance, we found be seen in the role of the marketing
that IT departments in over 51% of all department and its extent of control on
beginners are responsible for driving the DSU across the beginners and the
digital governance. On the other digirati (see Figure 6).
hand, in the digirati, the sway of the
Figure 6: Who is Driving Digital Governance?
Fashionistas Digirati
Primary driver of Digital Governance Primary driver of Digital Governance
Marketing
Marketing 15%
22%
Both Both
52% IT
IT 28% 57%
26%

There are challenges, too. Creating Beginners Conservatives

a new multidisciplinary entity can be
Primary driver of Digital Governance Primary driver of Digital Governance
a significant cultural challenge and
thus can encounter strong resistance. Marketing
With this model, organizations will Marketing Both 16%
24% 24% Both
need to manage balance of power 42%
issues across the various entities. IT
IT 42%
The organization needs to prepare for 51%
change to ensure that all the entities
are aligned to the same goal.
Source: Capgemini Consulting-MIT Research, 2012

7
 In summary, each model has its specific pros and cons that organizations need to bear in mind before they chose the model that
is apt for them (see Figure 7). However, as our research shows, it appears digital leaders prefer the integrated model. The ability to
set clear objectives and responsibilities for the DSU, with both marketing and IT playing distinct, yet crucial roles, is a key attraction
for digital leaders.
Figure 7: Strengths, Limitations and Risks of DSU Governance Models
Description
This model splits responsibility of
providing digital services between two
separate existing units. It utilizes a
pushpull system, which delegates
movement of digital service between a
GENERAL Digital Marketing unit and a
Digital IT unit.
TWO-HALVES-IN-ONE MODEL
This model involves setting up a distinct
entity around digital a global DSU
IT-CENTRIC hosted in IT that interacts with internal
MODEL clients and IT to determine IT service
catalogue for internal clients.
This model provides digital services to
MARKETING traditional marketing and sales to define
-CENTRIC a digital service catalogue for all the
MODEL services provided to external clients.
The integrated model pools digital
resources into a new dedicated entity
thereby creating a unique catalog of
services offered by the unit.
INTEGRATED
MODEL
Source: Capgemini Consulting Analysis
8
Pros
More consistency and density in each
offering: Internal offer on the one hand, and
the offer intended to clients on the other
More innovation: On both sides, teams are
less slowed down by projects prioritizations
Local control on the developed services:
technical choices, roadmap, pace of
execution
A better employee-focused service offering
Dedicated service to respective clients
A better client-focused service offering: the
services delivered by each unit are dedicated to
a type of client
Improved customer management & experience:
flexible configuration of services and products,
integrated, multi channel and customer
experience management
Improved productivity and effectiveness: use of
technology to reduce operational cost, open and
agile organizations to react fast, better leverage
of existing power, faster time to market
Improved business steering: improved decision
making basis due to new information quality and
availability, increased operating flexibility
Cons
x There is no common governance (between
each half) and it cab be challenging to take
common decisions regarding digital services
x Risk of redundancy in the developed
functionalities
x Slower time to market because of the
common resources hosted by IT
x KPI models can be different for each half
x Main challenge for an IT-Centric DSU model
is to connect with brand and marketing as
this is an IT-lead initiative
x Main challenge is to connect with IT in order
to optimize the investments on digital
capabilities
x Some cultural resistance may arise within
the enterprise
x
Could lead to less creativity and innovation
by local BUs since the project portfolio and
the resources are centralized
x Difficult to customize due to local
regulations or practices
After deciding on a governance model,
the next step for the organization is to
embark on a structured implementation
plan (see Figure 8).
Phase 1: Deciding the
Organization Principles
Conceptualization is crucial in the
initial phase of the implementation.
This phase involves chalking out the
need to implement a DSU. An overall
approach is defined, based on the
broader context of a DSUs purpose.
The chosen governance model should
create a framework that facilitates
decision making, and provides more
clarity about the activities, their
direction and scope.
Figure 8: Putting DSU into Action
Phase 1
Organizational Principles
WHAT GOVERNANCE MECHANISMS
ARE TO BE IMPLEMENTED?
WHAT IS THE SCOPE FOR THE DSU?
WHAT DIGITAL SERVICES ARE
OFFERED BY THE DSU?
Typical Duration: 2-4 Weeks
Outcome:
Constructing and aligning the
scope of capabilities with
operations, to ensure the
business model delivers its
strategic objectives
Source: Capgemini Consulting Analysis
Phase 2: Organizing and
Designing the Governance
Model
Once the scope and model of DSU
have been defined, the second phase
should focus on sketching the strategic
details into the specific dimensions
and requirements associated with
a governance model. In this phase,
design principles, restricting and
collaboration policies are defined in
a more concrete manner. This phase
will define the standard of operations,
optimization of resources, potential
shortcomings, the elements of change
and challenges in implementation. This
phase will also re-examine all the roles,
service catalogs and funding models to
ensure relevance.
Phase 2
Organizational and
Governance Design
WHAT ARE THE ROLES AND
RESPONSIBILITIES?
WHAT IS THE SIZE OF THE DSU?
WHAT IS THE SOURCING STRATEGY?
WHAT IS THE INVESTMENT CASE?
Typical Duration: 4-8 Weeks
Outcome:
Defining organizational structure
and dimension to create the required
capabilities to support the business
and its operating model
Phase 3: Implementing the
DSU
Once the strategy has been formulated,
it needs to be converted into an
operationally effective and actionable
roadmap. To drive transformation,
major stakeholders affected by the
process should be identified. Once the
stakeholders are identified, a matrix
needs to be set up that will lay out a
clear roadmap according to priority
and accessibility levels. This avoids
confusion and ensures that the digital
transformation does not affect any
major stakeholder commitments.
Phase 3
Implementation
HOW TO OPERATE AND IMPLEMENT
DSU ACROSS THE ORGANIZATION?
WHAT IS THE UPDATE AND FOLLOW
UP ON INVESTMENTS?
HOW TO DRIVE CHANGE?
Typical Duration: 8-12 Weeks
Outcome:
Deploying and operating a defined
governance model
9
 Key Considerations for DSU
Implementation
Implementing a DSU, even for the
most agile organizations, is a challenge
that will have a multi-faceted impact.
Unlike other business unit setups, the
peculiarity with DSU is that, by design,
it impacts all parts of the organization.
Hence, there will be significant
challenges that surface from various
functions across the organization.
Key considerations for organizations
include evaluation of budget
impacts, management of people and
communication, and setup of the actual
DSU operation.
Funding Model - a Critical
Facet to Adoption
Implementing a DSU affects P&L of
various functions in organizations
since certain services maybe shared
or demerged from existing service
catalogs. Various funding models and
mechanisms can be applied for the
initial set up cost of a new service.
Local investments funding
the DSU, and decide on investment
model: The major role of the DSU
in this case is providing services
delivered locally to all BUs. Here, no
central funding is provided and one
or many local entities decide to invest
in their own systems. These systems
can then be made available to the
rest of the company by adding them
to the service catalog (central App
Store).
term, part of assets (physical and
intellectual) are sold to the supplier
and the proceeds from such sale are
used to fund new projects.
We believe that no funding model
clearly outperforms the others from
a DSU perspective. However, our
experience shows that DSUs are
typically initially funded by reallocating
budget from existing IT legacy budgets
to digital initiatives. The services are
then proposed for free for a short
period so that local business units
get used to such operating model
(the funding model of the DSU may
evolve over time from pilot to scaled
services).
Managing People and
Communications
The promised benefits of a DSU cannot
be realized unless it contains the right
skills and competencies. Therefore,
it is necessary to closely manage
competencies both within and outside
of maturity in its digital transformation
areas. One of the major challenges
organizations face while defining a
governance model is in maintaining
the balance of power amongst various
entities. Organizations need to ensure
that internal politics do not adversely
affect the working environment or
internal relationships during the various
stages of transformation.
A poorly implemented DSU will lead
to inconsistent customer experience,
incoherent brand image, intellectual
property infringement, and increased
implementation costs, resulting in IT
security issues, making it difficult to
measure the actual performance of
these initiatives.
In summary, a DSU is a catalyst to an
organizations digital growth. A DSU
can lower digital transformation costs
by sharing costs and resources, and
proactively driving adoption of new
digital services. An effective DSU
model helps organizations coordinate
various digital initiatives, increase
customer growth, drive employee
connect, and create an overall positive
brand experience to accelerate an
organizations digital transformation.
It is also pertinent to note that
governance models are not static.
They need to be constantly evolved as
an organization climbs higher levels
journey. Organizations need to
constantly revisit their governance
model and ensure it is tweaked in order
to stay relevant with changing priorities
and implementation challenges. It is
only when such dynamic and tailored
approaches are taken that a DSU
can show its true value and be the
accelerator that it is designed to be.

Central investments funding

model: In this model, the DSU
manages the portfolio and delivers
the projects. The central pays for
the global part of the service
(parameterization, multi-language,
), while the local entity pays for its
own local project (local language,
etc.). Central owns the solution so
that it can be rolled-out to other
countries or entities.
Suppliers investments funding
model: Here, the DSU acts as a
supplier manager. In this model, the
design, build and run of new service
is outsourced to a supplier. The
supplier is expected to fully support
the investment. Over the long
Setting Up DSU
Operations
Service catalogs are typically The promised benefits
shared across various functions.
Therefore, when implementing a DSU,
of a DSU cannot be
organizations need to carefully map realized if it does not
hierarchy, visibility and information
access at every stage to depict
contain the right skills
interdependencies. It is vital for and competencies.
organizations to comprehensively
identify and define processes to
ensure unambiguous KPIs for each
entity. Organizations also need to
identify necessary changes in current
processes so that new processes can
be implemented with minimal impact
on supply chain efficiency and finances.

10
References
1 Refer to Governance: A Central Component of Successful Digital Transformation

2 Capgemini Consulting Digital Leadership Series Pfizer: Think Digital First

3 Capgemini Consulting client

4 Refer to The Digital Advantage: How digital leaders outperform their peers in every industry

5 Beginners: Category of companies doing very little with advanced digital capabilities, although they possess traditional skills around
ERP, Internet or E-mail

6 Digirati: Category of companies that have an overarching digital vision, coupled with good governance models that imbibe a digital
culture in the organization

7 Capgemini Consulting and MIT-CDB Research

8 VentureBeat, How Starbucks is turning itself into a tech company, Jun 2012

9 VentureBeat, How Starbucks is turning itself into a tech company, Jun 2012

10 Capgemini Consulting and MIT-CDB Research

11 Telefonica, Telefonica and Etisalat join forces in digital services, Jul 2012

12 Capgemini Consulting client

13 Capgemini Consulting client

Authors

Ravouth Keuky Emmanuel Rilhac

Vice-President Vice-President
ravouth.keuky@capgemini.com emmanuel.rilhac@capgemini.com

The authors would like to extend a special thanks to Charbel Lahoud and Mael Tannou from CC France and Steffen Elsaesser
from CC Germany for their inputs in developing this whitepaper.

The authors would also like to acknowledge the contributions of Jerome Buvat, Sayali Thokle and Subrahmanyam KVJ from the
Digital Transformation Research Institute of Capgemini Consulting.

For more information contact

France Netherlands Spain

Patrick Ferraris Eric Kruidhof Christophe Jean Marc Mario
patrick.ferraris@capgemini.com eric.kruidhof@capgemini.com christophe.mario@capgemini.com

Finland North America Sweden

Hannu Kauppinen Martin A Hanlon Ulf Larson
hannu.kauppinen@capgemini.com martin.a.hanlon@capgemini.com ulf.larson@capgemini.com

Germany Norway UK
Guido Kamann Gunnar Deinboll Stephen Pumphrey
guido.kamann@capgemini.com gunnar.deinboll@capgemini.com stephen.pumphrey@capgemini.com

Steffen Elsaesser
steffen.elsaesser@capgemini.com

About Capgemini

Capgemini Consulting is the global strategy and transformation
consulting organization of the Capgemini Group, specializing
in advising and supporting enterprises in significant
transformation, from innovative strategy to execution and with
an unstinting focus on results. With the new digital economy
creating significant disruptions and opportunities, our global
team of over 3,600 talented individuals work with leading
companies and governments to master Digital Transformation,
drawing on our understanding of the digital economy and
our leadership in business transformation and organizational
change.
Find out more at:
http://www.capgemini-consulting.com/
With around 120,000 people in 40 countries, Capgemini is one
of the worlds foremost providers of consulting, technology
and outsourcing services. The Group reported 2011 global
revenues of EUR 9.7 billion. Together with its clients, Capgemini
creates and delivers business and technology solutions that
fit their needs and drive the results they want. A deeply
multicultural organization, Capgemini has developed its own
way of working, the Collaborative Business ExperienceTM, and
draws on Rightshore, its worldwide delivery model.
Learn more about us
at www.capgemini.com.

Rightshore is a trademark belonging to Capgemini

Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary.
2012 Capgemini. All rights reserved.