On the week when Capgemini opened its wallet to make one of the largest services deals in history, with the $4 billion acquisition of IGATE, we thought it high time to focus on one business division that's really been on fire the last couple of years - Business Process Outsourcing.
With Capgemini's proven capabilities delivering global Finance & Accounting services (see our recent Progressive F&A Blueprint), one of the areas where the firm has needed to invest is in the industry sectors, so I, for one, am excited to see how Cap integrates IGATE's insurance BPO delivery.
But the one aspect of BPO that keeps us grounded, is the simple fact that's it still really about people and relationships - about talent and trust, which is why we went out and spoke to 540 business stakeholders on the topic - and you can read the report here. So, without further ado, let's talk to geologist-cum-Capgemini's BPO CEO, Chris Stancombe, on how his division is faring under his leadership and how he views the emerging disruption in the market...
Phil Fersht (CEO, HfS): Good afternoon Chris. Great to have you back with HfS - I think it's been at least a year since you took the reigns as the CEO of Capgemini's BPO business. Maybe you could start by giving us a bit of an update on how that's really fared. In the last year, we have seen some really strong performance from your firm, from our analyst vantage point. Maybe you could share a little bit with our audience how it's evolved internally, how you have built out the team and where you feel you are today with the business.
Chris Stancombe (CEO Capgemini BPO): Thanks for that Phil. It's good to be back. I have been here now for ten years. And as you kindly said it's quite a success story really with the growth that we have experienced and the position that we have established for ourselves in the market. When I took over from Hubert Giraud, we had a plan that the two of us had worked on together. With Hubert moving on and also our CFO, Oliver Pfeil, taking on a new role there was quite a significant change at the top so the first thing I wanted to bring was stability.
When we moved into the three year plan, my most conscious thoughts were how do we build on our strengths and go broader and deeper within our portfolio to bring more value to our clients. So clearly we have a number of areas of strengths. F&A is one of those, analytics is another as well as