MWD on Capgemini's BPM Ducks

Scott Francis
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Neil Ward-Dutton is following up on previous work he’s done looking at BPM practices at big firms. We’ll start with this, wherein Neil tells us Capgemini are lining up their ducks:
Top Line Initiatives within Capgemini are identified where a need is seen for an internal ‘accelerator’ (my word) that can place the company to play in high-growth market sectors – and furthermore, where the potential is seen for the company to grow at twice the overall market growth rate. In line with BPM having been identified as a Top Line Intiative, Capgemini is looking to grow its BPM project delivery business 40% per year for the next 4-5 years.
Well, this is both what is right and wrong about the big consulting firms.  What’s right: they’ve realized BPM is a growing market opportunity and worth investing in. What’s wrong:  that’s the only motivation behind these companies getting into BPM.  There’s no passion for business improvement, process improvement, or business process management.  There’s no raison d’être. But there are a few other positive notes here to pick out:
The company has realised that the traditional body-shopping approach doesn’t work; and it’s also realised that trying to push a significant proportion of project work offshore is also going to be difficult – particularly in the early stages of engagement with a customer. Rather, it aims to create small project teams of between 6 and 12 consultants, working onsite with customers and getting business and technology representatives from the customer’s side collaborating with them as much as possible. It’s aiming to structure projects to deliver results in 3-6 months, and its goal is to build relationships with clients so that it can set up sequences of such projects that overall create engagements that last 2-3 years.
It is encouraging to hear that some of the big consulting firms are finally coming to grips with this – the project work for most BPM projects needs to be local.  Now if only customers will come to the same conclusions… What Capgemini sees as small teams (6-12) would represent large BPM teams if they’re only focused on the BPM parts of the business (and not supporting aspects, e.g. technology integrations, etc.).  CapGemini is focused on the right time-frames:  3-6 months for results. The “2-3 year’s” for overall engagements however- when you’re a smaller firm like BP3 that longer term relationship has to be earned, we don’t go in assuming it will be there.  We execute the project, and try to acquit ourselves well enough that if there are additional projects we’ll be invited into planning discussions – or better yet, invited to help funnel additional project ideas into funded projects. Great read on Capgemini – and instructive for other companies looking at BPM services…