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Pace at which India adapts has at all times amazed me: Capgemini CEO – Occasions of India


BENGALURU: Aiman Ezzat took over as CEO of Capgemini a couple of 12 months in the past. He’s had an in depth relationship with India. He says he’s made not less than a 100 journeys right here since his first brush with the nation some 20 years in the past.
Ezzat even labored in India for just a few years with IT providers agency Headstrong.
The €16 billion Capgemini at the moment has 1.2 lakh staff in India, greater than half of the French IT providers firm’s international energy.
In an unique interplay with TOI, Ezzat stated India is not only Capgemini’s largest supply engine, but additionally a key innovation hub. Excerpts:
Do you suppose Capgemini has come out stronger from the pandemic? You beforehand stated that because the international monetary disaster (GFC), you have actually constructed your resilience. What are among the takeaways?
Capgemini at the moment and what it was through the GFC are two various things. Enterprise was far more centralised within the monetary disaster. It’s extra globalised now. We now have a extra various sector base. One of many exams for the disaster is the extent of resilience and agility of Capgemini.
Traders had been each. And we got here good on each. Final 12 months our margin fell simply 40 bps. We built-in with Altran through the pandemic. We went to 97% work at home fairly shortly, and the purchasers had been pleased with what we’ve delivered. Folks had been involved about work at home, however the degree of engagement and intimacy has gone up.
Capgemini expects to develop at 7%-9% in fixed foreign money in 2021 with 450 bps coming from the Altran buyout. The natural progress forecast is between 2.5% to 4.5%. Nevertheless, Indian IT corporations have made a robust restoration and are double-digit progress from the lows of final 12 months.
That is a mean for the 12 months. We anticipate Q1 to be barely damaging, with the tempo accelerating beginning in Q2. We’re focusing on to get to our mid-term natural progress steering of 5% to 7% by the 12 months finish.
Following the regular market restoration and with promising market dynamics, the Group is able to create extra worth in 2021. We’re extraordinarily properly positioned on what’s driving demand – cloud, information & AI, connectivity, software program and cybersecurity.
The India-based IT providers gamers have been doing higher than a lot of their MNC friends through the years. Their progress charges, their margins are higher. How do you see that?
When you take a look at it from a monetary numbers standpoint, they have a tendency to have higher progress and higher margins. A few of it’s linked to the mannequin and enterprise combine. If you run administration consulting companies, they don’t ship 25% margins.
The vital factor for us is our relationship with our purchasers and the way we’re positioned with them and what we do. We is not going to ship the form of margin that you simply see coming from these with a excessive offshore leverage. The truth that we’ve 100,000 folks in Europe has an affect on the mannequin.
Within the coming years, we are going to see some acceleration of the topline. It’s a journey and we’re reworking the enterprise that existed for 50 years. The Indian IT corporations jumped on the wagon beginning 20 years in the past, and it’s a more recent enterprise in a sure method.
Digital and cloud type 65% of your online business. With Altran, engineering providers has emerged as probably a 3rd engine of progress. How do you see this altering the enterprise velocity?
Engineering and R&D is about 50,000 folks and 20% of the group. The rationale that we do that’s not as a result of engineering and R&D is an efficient enterprise as a service line.
For us, it’s due to the digital transformation that’s taking place on the operations aspect. And never solely in what folks name as 4.0, which is targeted on manufacturing and provide chain. It’s throughout all industries. It’s about making all of them clever. These are industries which have electronics, however no software program.
How is your India supply engine geared in direction of embracing a digital-first playbook?
I bear in mind once I began operating monetary providers in 2008, my group was based mostly in India and inside 18 months we needed to swap to 90% Java. The velocity at which we will make modifications in India, the velocity at which individuals right here can adapt, has at all times amazed me.
However it’s not a lot about skilling as about scalability, and we’re going via a robust part of demand in India and our problem right here is to draw and retain expertise. I feel what the India management has completed when it comes to expertise will repay in the long term.
What are your new expectations from India? Will the proportion of India in your general worker base go up additional?
It might. There’s nonetheless lots of demand for India expertise, however we’re additionally working extra effectively. India just isn’t a couple of supply centre – that was ten years in the past. India for us is innovation, and we’ve launched the idea of India account leaders.
We now have many India account leaders who will likely be groomed to turn into international account executives. As we deal with industries, we’re creating centres of excellence round particular industries in India. India is a spot the place we all know the work we do throughout our purchasers.
Somebody working for an auto consumer in France doesn’t essentially know what work we’re doing in China or within the US for different purchasers. However in India, they know all the things. So the India account leaders may be proactive in arising with propositions for our purchasers.



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