Capgemini’s history, success and character are first and foremost that of one man: Serge Kampf.
In creating the Group and turning it into one of the world’s leading companies, Serge Kampf has always managed to anticipate key developments –through a rare mix of intuition, vision and desire. Right from the beginning with Sogeti, Serge Kampf has always been successful at keeping Capgemini in that very exclusive club of companies whose innovationsbecome de facto evolutions for the wider industry.
He understood as far back as 1967 that services, previously a sideline business, could tak precedence over the manufacturing of IT equipment. He also recognized that marketing issues were going to dominate over technical concerns and that decentralized decision-making and simplified structures were essential conditions for success.
He also gave the Group its international ambition and took strategic decisions which enabled Capgemini to connect IT services and consulting as far back as 1970. In 1971, he first committed the Group to outsourcing by successfully developing a presence in America and later, established offices in India well ahead of the Group’s European competitors.
From Grenoble to Mumbai, from 1967 to 2007, the Group has certainly undergone several major changes. But it remains characterized by the spirit of enterprise and values defined and implemented by Serge Kampf in the early days.
This desire for new ventures and these values remain our strengths and our differentiators, against our main competitors. The men and women who make up Capgemini today are both heirs and guardians: they must preserve this desire and these values in a Group that has become truly international. They must maintain the creative balance between loyalties to the Group’s founding principles and the spirit of conquest, challenges in new markets, adaptation and constant change. Their task will be made easier by the fact that they bring to the Grou the richness and diversity of their own cultures as well as the desire to work together toward the same goal, creating openness in interaction that is so much a part of Capgemini’s culture.
Forty years on, our challenge is to continue this momentum, to preserve our differences and maintain this spark that is ours alone and enables us to work in an original way both togethe and with our clients.
In four decades Capgemini has undergone phases of conquest, crises and reappraisal. Today it sits on the threshold of a new adventure: the challenge of switching from the IT of an artisan age to the industrial era for which the i³ transformation programme will provide the necessary weapons and resources. By keeping our personality, our fingerprint and our values, in other words by keeping the spirit which is our strength; Capgemini will continue in its longstanding spirit of conquest, successfully managing this latest transformation.