This case tells the story of Capgemini’s transformation from a federation of national firms into one of the top five global players in its industry and how it uses its corporate learning function, Capgemini University, since 1989 as a key instrument in its strategic renewal process. The case study covers the period between 1967 and 2011. It starts in January 2011 following the announcement of the Group’s new 2015 ambition and with the director of Capgemini University, Steven Smith, heading to discussions with the Group’s executive leaders on how to leverage the University to accelerate the firm’s profitable growth. The case provides an account of Capgemini’s international expansion since its foundation in France in 1967 and the creation and role of Capgemini University since 1989. Three key phases are highlighted shedding light on the shifting business environment and challenges and the University’s role and impact in the continuous transformation of the company – to facilitate a conversation on its further use as a key change lever.
The case covers three key themes:
The challenges in transforming a federated services firm into a global multi-business player in an accelerating environment.
The role and impact of the corporate learning function in the strategic renewal process of the enterprise.
The importance of a continuous transformation capability, beyond the corporate learning function, in accelerating firm transformation.
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