the way we do it
Capgemini Approach to Change
Management
The Capgemini set of solution
accelerators guides the planning and
development of any collaborative
change management program. An
effective change management program:
„ Addresses the context and fit of the
change within the overall business
strategy
„ Helps the business to portfolio and
prioritize multiple change initiatives
and direct resources to highest-impact
programs and projects
„ Identifies past successes or failures
that will be enablers or barriers to the
proposed business initiative
„ Measures the level of executive
support and program or project
sponsorship needed to deploy the
change
„ Provides leadership capabilities to
serve as change drivers
„ Creates strategic communication
approaches to create the rationale and
sense of urgency for the change
„ Helps the business determine
appropriate levels of employee
involvement in order to get the right
people involved at the right time,
accelerate idea generation and
speed up implementation
 „ Develops and navigates the roadmap
for change by helping the
organization to move through the
change curve more rapidly
„ Monitors, responds to and redirects
resources to support and deliver
change goals
„ Creates opportunities for learning,
enabling progression to the next set of
required initiatives
The Capgemini approach to change
management focuses on the effective
management of eight key ‘Change
Success Factors’ (CSFs)
Shared Vision, Strategy, and
Powerful Business Case
A clear vision of the future of the
organization, aligned to the overall
enterprise strategy, is developed to
convey a compelling picture to the
organization, i.e. how does the future
state feel, what does it look like and
what will the organization need to do
differently to succeed.
A powerful business case is identified,
which is benefits driven, highlights the
cost to the organization’s staff and
stakeholders of staying where they are
now, and helps them understand why it
is desirable to change.
Change Wheel
Change Leaders Engaged and
Aligned
Change-Specific Shared Vision, Strategy,
Communication and Powerful Business Case
A key leadership alignment activity is
to ensure demonstrated commitment
Behavior and Culture Change Leaders from the leadership team and delivering
Gaps Addressed Engaged and Aligned
a consistent message about the change.
Leadership alignment:
Aligned Processes Stakeholders Prepared
and Organization and Mobilized
„ Ensures that change leaders have the
skills and competencies needed to
Aligned Skills High Performing
drive successful change
and Competencies Teams
„ Provides support to functional teams
to embrace and lead change
Change Management
Stakeholders Prepared and
Mobilized
With a structured stakeholder
management approach, those
individuals and groups whose support
and buy-in is critical are identified and
managed appropriately allowing:
„ Change communications to target the
needs of particular audiences
„ Key influencers to be identified,
managed and where relevant,
mobilized to propel the change
program
„ Resources to be focused on those
groups and individuals who will have
maximum impact on program success
„ Stakeholder positioning to be tracked
and monitored throughout the life of
the program — creating a responsive
and flexible approach
High Performing Teams
Outstanding teamwork serves as an
enabler to develop change capabilities
and secure results delivery. Our
rigorous high performing team (HPT)
approach takes a group of individuals
with specific roles and complementary
skills and talents, and aligns them to a
common purpose. A high performing
team consistently exhibits levels of
creativity and collaboration that
produces extraordinary results. The
Capgemini HPT framework and tools:
„ Provides a structure and process for
working with teams — from working
group to high performing team
„ Provides consistency in approach to
managing and leading all teams in an
organization
„ Creates focus for what teams need to
do to become effective
„ Is a process for creating change in the
business
„ Is a technique for mobilizing
individuals, teams and the business
Our collaborative way of working as
joint teams ensures that there is a
‘transfer of skills’ from consultant to
client, ensuring ongoing capability and
self-sufficiency in the organization for
sustaining change and managing future
changes. The change initiative teams
will play a critical role to drive and
model the future organization.
Aligned Skills and Competencies
Founded on a robust change readiness
assessment and people impact
assessment, we help organizations fill
gaps in their capability from the outset.
We don’t just look at the training needs
of those directly impacted by any
technology change, but take a holistic
view of the needs of the whole
enterprise.
Aligned Processes and
Organization
This area primarily focuses on:
„ New business processes to be agreed
and understood at all levels (process
mapping)
„ Organizational performance change
opportunities and implications —
organizational design, role/job
definitions, competency definitions
„ Actions taken to align organization
„ HR/People and performance
management processes adapted to
enable change
„ HR/People development processes
aligned to vision and strategy
Behavior and Culture Gaps
Addressed
Culture consists of the norms, values,
beliefs, expectations, behaviors and
assumptions that exist in an
organization. Culture is always a
© 2005 Capgemini. No part of this document may be modified, deleted or expanded by any process or means without prior written permission from Capgemini
consideration when a strategic decision
requires a shift in performance
expectations and the manner in which
employees work on a day-to-day basis.
Strategic decisions are likely to require
a significant realignment of
organizational behaviors when the
changes caused by those decisions are
implemented.
Change-Specific Communication
One of the most important means to
achieve progress in every area of the
‘change wheel’ is communication.
Stakeholder management allows us to
recognize the level of commitment and
communication that is required from
various key people for the change to
succeed.
About Capgemini
and the Collaborative Business Experience
Capgemini, one of the world’s
foremost providers of Consulting,
Technology and Outsourcing services, has a
unique way of working with its clients,
called the Collaborative Business
Experience.
Backed by over three decades of industry
and service experience, the Collaborative
Business Experience is designed to help
our clients achieve better, faster, more
sustainable results through seamless
For more information, please visit www.us.capgemini.com
Change-specific communication creates
awareness, understanding, and dialogue
among constituent groups. It
establishes and/or strengthens the
messages, channels and ongoing four-
way feedback processes between
leadership, employees, customers, and
suppliers. It ensures that the
communication framework and
channels support the organizational
integration, and it provides
opportunities for feedback and two-way
communication.
access to our network of world-leading
technology partners and collaboration-
focused methods and tools. Through
commitment to mutual success and the
achievement of tangible value, we help
businesses implement growth strategies,
leverage technology, and thrive through the
power of collaboration.
Capgemini employs approximately 60,000
people worldwide and reported 2004
global revenues of 6.291 billion euros.
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