New Capgemini Engineering brand fuses digital and physical
With the aim of helping the world’s largest innovators to engineers the products and services of tomorrow, Capgemini has merged its tech and software capabilities with its engineering and R&D practice, the digtial and physical to form a 52,000-strong Capgemini Engineering brand. A move that builds on its acquisition a year ago of engineering giant Altran for over $3 billion.
R&D is the new battlefield
“Today’s leading organisations understand that Engineering and R&D is fast-moving and ever-evolving,” says Aiman Ezzat, CEO, Capgemini. “As a result, an end-to-end partnership with clients is need for developing, launching, managing and modernising breakthrough products.”
Enter Capgemini Engineering. A new brand that unites a unique set of strengths from across Group, bringing together the world-class engineering and R&D capabilities of Altran with Capgemini’s own digital manufacturing expertise.
According to William Roze, CEO of Capgemini Engineering, R&D is the “battlefield” and subsdquently “must be connected and data-driven to optimise innovation and accelerate development”. In answer to this, Capgemini Engineering will offer services to address this need and to “harness the power of data to foster innovation, create new customer experiences and deliver new sources of value".
Merging the expertise of the Group
With this new endeavour, Altran’s capabilities are brought to the fore, a year on from its acquisition, perfectly complementing “the Group’s already well-established portfolio of business offerings and supporting our leadership position in intelligent industry”, says Ezzat.
In fact, just in January 2021, leading global management and strategy consulting firm Zinnov ranked Capgemini as the top of its Leadership Zone for its global Engineering, Research and Development services, pinpointing how as a Group it boasts the largest global delivery network with a presence across all major engineering hubs.
With its 52,000 engineers and scientists and a presence in all major engineering hubs worldwide, the global business line’s services cover three key domains: product and systems engineering; digital and software engineering; and industrial operations.
This is the second time Capgemini has combined various practices to form an integrated powerhouse. Capgemini Invent – a strategy and business transformation consultancy was formed in 2018 by combining Capgemini’s consulting, digital and creative units.
SAS: Improving the British Army’s decision making with data
SAS’ long-standing relationship with the British Army is built on mutual respect and grounded by a reciprocal understanding of each others’ capabilities, strengths, and weaknesses. Roderick Crawford, VP and Country GM for SAS UKI, states that the company’s thorough grasp of the defence sector makes it an ideal partner for the Army as it undergoes its own digital transformation.
“Major General Jon Cole told us that he wanted to enable better, faster decision-making in order to improve operational efficiency,” he explains. Therefore, SAS’ task was to help the British Army realise the “significant potential” of data through the use of artificial intelligence (AI) to automate tasks and conduct complex analysis.
In 2020, the Army invested in the SAS ‘Viya platform’ as an overture to embarking on its new digital roadmap. The goal was to deliver a new way of working that enabled agility, flexibility, faster deployment, and reduced risk and cost: “SAS put a commercial framework in place to free the Army of limits in terms of their access to our tech capabilities.”
Doing so was important not just in terms of facilitating faster innovation but also, in Crawford’s words, to “connect the unconnected.” This means structuring data in a simultaneously secure and accessible manner for all skill levels, from analysts to data engineers and military commanders. The result is that analytics and decision-making that drives innovation and increases collaboration.
Crawford also highlights the importance of the SAS platform’s open nature, “General Cole was very clear that the Army wanted a way to work with other data and analytics tools such as Python. We allow them to do that, but with improved governance and faster delivery capabilities.”
SAS realises that collaboration is at the heart of a strong partnership and has been closely developing a long-term roadmap with the Army. “Although we're separate organisations, we come together to work effectively as one,” says Crawford. “Companies usually find it very easy to partner with SAS because we're a very open, honest, and people-based business by nature.”
With digital technology itself changing with great regularity, it’s safe to imagine that SAS’ own relationship with the Army will become even closer and more diverse. As SAS assists it in enhancing its operational readiness and providing its commanders with a secure view of key data points, Crawford is certain that the company will have a continually valuable role to play.
“As warfare moves into what we might call ‘the grey-zone’, the need to understand, decide, and act on complex information streams and diverse sources has never been more important. AI, computer vision and natural language processing are technologies that we hope to exploit over the next three to five years in conjunction with the Army.”
Fundamentally, data analytics is a tool for gaining valuable insights and expediting the delivery of outcomes. The goal of the two parties’ partnership, concludes Crawford, will be to reach the point where both access to data and decision-making can be performed qualitatively and in real-time.
“SAS is absolutely delighted to have this relationship with the British Army, and across the MOD. It’s a great privilege to be part of the armed forces covenant.”