Will your organization turn disruption into opportunity? - Capgemini
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S U S TA I N A B I L I T Y EVOLUTION Will your organization turn disruption into opportunity?
T H E B E S T M O M E N T TO C A R R Y O U T A S U S TA I N A B L E B U S I N E S S
T R A N S F O R M AT I O N I S D U R I N G A P E R I O D O F S I G N I F I C A N T
DISRUPTION. WHEN IT'S NO LONGER BUSINE SS A S USUAL,
O R G A N I Z AT I O N S C A N S E I Z E T H E M O M E N T TO R E D E F I N E T H E I R
S T R AT E G Y W I T H S U S TA I N A B I L I T Y I N T E G R AT E D I N TO B U S I N E S S
MODELS.
E XECUTIVE SUMMARY –
A W I N D O W O N S U S TA I N A B I L I T Y
Disruption can power sustainability focus on sustainability transformation Ikea, for example, has established
transformation. As perverse as that initiatives. But when core business a strategic partnership with the Ellen
might sound, the rationale for this models are being disrupted by MacArthur Foundation, through which
thinking is simple. In normal times, external factors, there is a window of it is aiming to become a fully circular
short-term growth ambitions can opportunity to seed sustainability into company by 2030.2 In the last ten years,
restrict the ability of businesses to these models as they are reinvented it has chosen to internalize part of its
for the future. supply chain by investing €2.7 billion in
infrastructure dedicated to wind and
The inevitable transformation toward solar power. This has seen Ikea sourcing
a sustainable industry has already all its energy requirements sustainably
THIS POINT OF begun, with all sectors significantly one year ahead of schedule, and the
VIEW DR AWS ON more advanced in this than might be company is now able to sell the surplus
A N A LY S I S O F 41 imagined. Transformation programs generated.3 L’Oréal is taking a different
USE CASES FROM of both business and entire value approach. To meet its ambitious 2030
19 I N D U S T R I E S I N chains are underway, with a long sustainability targets, the company has
17 C O U N T R I E S T O list of companies, especially market established the “L’Oréal for the Future”
INFORM OUR leaders, forging ahead with change. By program and is investing €150 million
OPINION AND embracing sustainability as a strategic in activities focused on regenerating
GUIDE OUR objective, they aim to become more damaged ecosystems, developing
R E C O M M E N D AT I O N S . efficient and improve performance projects linked to the circular economy,
with respect to the triple bottom line and donating to charities committed to
of people, planet and profit.1 supporting vulnerable women.4
—02
Nine behemoths, among which are and how does it differ from acting
Microsoft, Mercedes-Benz, Unilever, sustainably? We consider different
Nike, and A.P. Moller-Maersk, have pathways to sustainability depending The transformation
announced “Transform to Net Zero”, on the industry, and we make the
an initiative aimed at driving radical case for strong and enlightened
toward a sustainable
change across all sectors with the leadership as the driving force for industry will lead to
objective of reaching Net Zero change. Finally, we argue that the a better reality. The
emissions by 2050.5 The transformative turbulent economic and social context three dimensions
actions supporting this initiative will of a global pandemic has set the stage
impact corporate strategies, and for sustainable transformation as
of sustainable
entire supply chains. Capgemini itself a business imperative. development –
is at the forefront of implementing an economic, social
ambitious transformation program, and environmental –
with the aim to reach Net Zero status
by 2030.6 Google, having already
have no boundaries.
eliminated its carbon legacy (the Businesses must
first major company in the world to act now, leaving no
reach this goal), has announced that one behind, in order
it intends to power all its facilities
through carbon-free energy by 2030.7
to dominate in the
future.”
In this Point of View, we look at the
drivers for sustainability evolution Francesca Zoppi
– or revolution – and consider its Sustainable Development
place as the backbone of corporate Specialist, United Nations
strategy. What is being sustainable
—03
THE SHIFT FROM CSR
TO E SG…
Over the past three years, we
have witnessed an evolution in the
meaning of sustainable business. This
represents a disruptive paradigm
shift mainly determined by two forces
that have been significant drivers
of transformation: regulation and
people’s needs.
Previously, companies’ sustainability
actions were mainly limited to
the adoption of corporate social
responsibility (CSR) and marketing
practices (i.e., recycling initiatives,
reduction of paper usage, use of low
consumption lighting, or donations
and volunteering). Nowadays, the key
action is to integrate sustainability in
the business model and all aspects
of the operating model, from an
environmental, social and governance
(ESG) perspective.
… DRIVEN BY
R E G U L AT I O N markets. These successes are further The same percentage declares that
emphasized by pledges from world- the corporate commitment on these
class investment funds leaders, such topics directly influences the choice of
The publication of the European as BlackRock, to offer sustainably- remaining with their employer for the
Commission’s Action Plan in 2018 focused funds.10 long term. 40% of Millennials report
highlights the profound commitment having accepted a job from a company
by European and national regulators, because it was achieving a better
among which are the recent European sustainability performance than that
Green Deal8 and Next Generation … DRIVEN BY PEOPLE of competing offers. This emphasizes
EU9, to operationally decline the ESG the centrality of the issue for new
factors to steer the financial world, generations that will find themselves
and more broadly the entire economy, As is often the case, it is people who in economic and political leadership in
to reach the goals of the 2030 UN can truly make a difference by means the coming decades.
Agenda and Paris Agreement. Such of sustainably conscious choices,
intense regulatory pressure on the whether they are consumers, investors,
financial markets is getting results, electors, current employees, or the
with investments being channeled workforce of tomorrow. Some studies
towards sustainable enterprises, since demonstrate that 70% of employees
it acts as a driving force for the whole are actively seeking a company with
industry exposed to capital and debt a strong environmental vocation.11
—04
… D R I V I N G S O C I E TA L
CHANGE
Thus, the integration of sustainability
within the company becomes both 42% 11%
the backbone of corporate strategy
I have already changed my I am not at all
and a real opportunity to create purchase preferences concerned about
shared value.13 This can contribute to based on social, how my purchase
a substantial societal improvement economic and preferences affect
where the enterprise itself operates environmental the society,
impact economy or
and pursues its business goals. Such
environment
a paradigm shift can also improve
operational performance in terms 79%
of: savings and additional revenues;
I am concerned
competitive advantages in product and
about the social,
process innovation14; the management economic
of risks connected to the business
activity (raw material scarcity,
37% or environmental
impact of
reputational problems, new regulation I may change my my purchase
purchase preferences preferences but
and climate change); and, not least, in
based on social, economic I would not change
achieving financial performances that and environmental impact 10% them
are superior, on average, to the rest of
the market.15
Figure 1. 79% of consumers are changing their purchase preferences based on
the environmental and social impact of the products. Source: Capgemini Research
Institute, “How sustainability is fundamentally changing consumer preferences”12
Consolidated benefit deriving from the implementation of sustainable transformation programs (million euros,
approximate cumulative values)
2.100€
2.000€ 2000€
1.000€ 1.000€ 1.000€
750€
315€ 300€
171€
140€
3M Unilever Danone Google Nestle General BMW Walmart Patagonia Nike Ikea
Electric
Cost reductions Additonal revenues
Figure 2. Sustainable transformation allows businesses to benefit from substantial operating cost reductions or revenue stream
increases. Source: Capgemini Invent analysis
—05
S U S TA I N A B L E B U S I N E S S
I S A S T R AT E G I C C H O I C E
There is a significant difference ADDRESSING THE It is also worth reminding ourselves
between acting sustainably and COS T BA RRIER that deriving competitive advantage
being sustainable. Choosing to from a sustainable paradigm shift is not
be a sustainable business means just about costs. Rather, it also requires
embarking on a path of transformation High costs and the cultural implications deeply embedding sustainability
across three dimensions: inside the for top management are cited as in the corporate culture: strategic
company (operating model), outside inhibitors of change. Indeed, tackling sustainability initiatives require
the company (value proposition and a sustainable transformation requires a strong and enlightened leadership
supply chain), and human (hiring and the enterprise to own or seek out by senior management, and this is no
development policies, or employees and substantial financial resources to fund trivial matter given that sustainability is
top management compensation). the various phases of process change, not seen as a strategic issue. In fact, to
especially in the early stages. To avoid paraphrase another Harvard Business
Such profound evolution implies a sudden cessation of activities, those Review article, CEOs have learned
courageous and conscious decisions, planning a sustainable transformation that they need to move beyond simply
with a detailed program of action should first analyze all the cost items appointing a ‘sustainability leader’ and
that has a multi-year implementation affected by the change and determine are committing to institutionalizing
horizon, to which a dedicated whether the company has adequate new executive positions with the
investment budget must be allocated. resources or needs to take on debt.18 requisite resources and responsibilities
Yet opting to implement meaningful to align the sustainable vision with
transformation programs with Getting this aspect of the corporate strategy.20
sustainability as an objective during transformation right is important.
times of operational continuity is Given the predominance of short-
rare. That’s especially so if the top term goals during business-as-usual,
management performance is measured what discourages a sustainable
on short-term goals. transformation are the high costs. This
is hardly surprising, since the benefits
During these business-as-usual phases, in terms of positive returns can only be
it is common practice for enterprises observed in the long run.
to pursue CSR actions, financing
sustainable initiatives and companies,
supporting local communities,
or conducting philanthropic and TA K I N G A L O N G E R -
volunteering activities. This is CSR as TERM VIEW
opposed to embedded ESG. At such
times, the corporate strategic decisions
are aimed at profit maximization, So, how do you make sustainability
acting on cost and revenue levers, while efforts pay off? According to the
the implementation of a sustainable Harvard Business Review, while many
transformation is often not considered enterprises adopt a conservative
a priority. Why? Because it could disrupt approach, others, like Sekem, have
company operations16 in such a way that taken a more forward-looking stance,
requires a significant deviation from sustainably innovating their processes
the previously defined strategy and the by adopting operational practices
initiation of a complex cultural change that might initially cost more but will
in top management.17 eventually lead to substantially lower
costs and higher yields.19
—06
M A K I N G T H E S U S TA I N A B L E
BUSINESS MODEL WORK
With the decision taken to adopt as Figure 3 shows, sustainable
a sustainable business model, there transformation programs can impact
is a vast spectrum of solutions for multiple company functions, depending
integrating ESG principles into day- on the choice of intervention factors.
to-day operations. The degree of
complexity is highly variable and,
Areas of intervention of the sustainable transformation programs
Redefinition of Redefinition
risk management of the supply
practices and chain, choice
28% migration actions of sustainable Efficiency 47%
Redefinition suppliers improvement of
of tax strategy transportation and
and reporting logistics
methodologies CO2 emissions
Finance Operations reduction and
Board energy efficency
accountability Legal & improvement
Procurement
on sustainability Compliance
issues En Natural resources
ce vi management
n
Risk
ro
protocols
na
Redefinition Logistics
nm
management
Gover
of the top
ental
Program of
management
incentive system
ESG upcycling
and waste
Organization R&D management
Corruption and
Design for the
abuse of power S o c ial second life of the
policies Quality
product
assurance HR
CSR &
Sourcing Diversity,
Marketing
Workers protection inclusion and
and safety, anti equal opportunity
minors or forced policies
labor policies Actions of Policies
corporate favouring
citizenship by Consumer protection work-life
the company by reducing the balance
risks associated with
product use
25%
Figure 3. The percentage of analyzed cases involving at least one of the three ESG factors. Source: Capgemini Invent analysis
—07
Operators in the energy
sector, for instance, need to
deal with major infrastructure
transformations to integrate
sustainability within their
corporate strategy, and such
actions often require multi-year
funding plans. This was the case
for Edison when it became Italy’s
second wind power operator
following a €172.3 million
acquisition of EDF Energies
Nouvelles Italia in 2019.21
For other service companies
characterized by lower-impact
infrastructure investments,
sustainable transformation programs generate a positive social impact.
can be implemented with greater These Sustainable Living brands have
agility. For example, in the case grown 69% faster than the company’s G R E E N T E A AT
of Netflix, the path to sustainable other brands, accounting for 75% of UNILEVER BR AND
transformation began in 2008 when the company’s entire growth.24
the management of the company’s IT
systems was moved from its physical Unilever brand Lipton Tea
data centers to the Amazon Web has committed to relying
Services cloud. Thanks to the cloud’s A N I T- L E D A P P R O A C H on 100% sustainable tea
scalability and reliability, Netflix suppliers with Rainforest
lowered the cost of each stream Alliance certification, and to
to a fraction of what it would have As both a contributor to and mitigator obtain the same certificate
been had it maintained its initial of greenhouse gas (GHG) emissions, for its plantations26. This
architecture, and quickly recouped the technology is central to making the was a complex process as
costs incurred in implementing the sustainable business model work. Lipton Tea had to obtain
program.22 While integrating ESG principles is this certification for its
a challenging goal, technology can tea gardens and those of
In contrast, product companies are offer an exciting opportunity to its suppliers. There were
increasingly focusing their efforts make a real difference. For example, numerous challenges related
on offering sustainable products, in a recent paper, the Capgemini to the supervision and
with as many as 90% of executives Research Institute explored AI-enabled respect of satisfactory living
in the consumer products and retail use cases and how to leverage AI’s full and working conditions for
industry agreeing that sustainability climate action potential25. The paper agricultural workers and their
is a key driver for their sector.23 This argued that to kick-start progress, families, guaranteeing fair and
implies a radical redefinition of the organizations should focus on building above-average remuneration,
value chain, impacting multiple areas, technological foundations, scale providing mandatory training
ranging from product design to IT, the most impactful use cases, and programs to raise awareness
sourcing, distribution systems and collaborate with the larger climate about production practices with
labor policies. ecosystem. reduced environmental impact
and biodiversity preservation27.
At Unilever, we can see this radical Finally, Lipton had to make the
redefinition in practice. The company entire supply chain transparent
has created its Sustainable Living to the final consumer.28
brand of products that limit negative
effects on the environment and
—08
“ L E T ’ S B E G I N B Y C L E A R LY
S TAT I N G A P R I N C I P L E :
S U S TA I N A B I L I T Y I S N OT A
T R E N D , I T I S A C I V I L D U T Y.”
Capgemini is collaborating At AWorld we believe that we only have Brands and businesses are a part of our
with AWorld in support of one world, our home and only planet – the cultural framework, part of the system
ActNow, the United Nations’ A World. There is no planet B, there is no we are working to revolutionize. Once
global campaign against more “stalling”, the time has come and they align their values with the earth and
climate change that aims to it’s now. sustainability it will become a beacon of
raise awareness and guide light for the whole world to be inspired by.
the public towards a more Talking about systemic change is complex.
sustainable lifestyle. There are many different facets to Corporate Social Responsibility will
consider, from our individual actions become the businesses’ system, an
to corporate values. All of these pieces extension of its mission. Innovation, as
need to work together with the utmost a key ingredient, will make it possible
cohesiveness to achieve our goals, our to transform these ideals into concrete,
vision, what we believe needs to be done measurable and verifiable facts which, in
to save our home. But, at the same time, a context of consistent actions, constitute
this idea can seem so simplistic. So obvious. a company’s credibility assets.
If we all act together toward a shared
sense of value, we can connect back to The transition process is therefore the
what our ancestors always knew: nature journey that companies “must” undertake:
and all of its incredibly complex systems
want to work together to create the best • a map is needed: the 17 United
life possible for all of us. That the natural Nations Sustainable Development
thing is to live in sync with nature and Goals,
embody the ebbs and flows of our earth
with our lives. To celebrate nature through • a motivated and involved crew
our prosperity. is needed: all employees and
stakeholders, to feel part of a project,
As with every period of transition, it
can seem daunting. We’ve been taking • an organization is needed: the
advantage of nature for so long, how could company that sets itself up to embrace
we possibly get back in sync? The cultural the principles of sustainability,
shift towards a value-based economy is
our guiding light here. Asking ourselves • a winning mentality is needed: a new
whether this aligns with our mission rather culture to grow and live in a new
than if it will enrich us, thinking about the world.”
long-term effects of our actions. When we
all make a change together, our world will
start to shift to look more like we do. More Alessandro Armillotta
like our values and more like our customs. CEO AWorld
When we all participate and prioritize this Marco Armellino
mission the whole world will feel it. President & Co-Founder AWorld
—09
BUSINESS DISRUPTION CAN
A CC E L E R AT E
T R A N S F O R M AT I O N
The best moment to carry out introduction of new regulations, Senior management will already
a sustainable business transformation is changes in consumer preferences, be grappling with the inevitable
during a period of significant disruption market shocks, natural and health transformation needed to ensure
impacting business continuity. As disasters, or episodes of social and business continuity, and forced
Capgemini Invent’s analysis reveals, political instability. to redefine long-term strategy as
that’s because this ‘discontinuity’ necessary.
triggers a strong need for change, in • Internal discontinuities: events that
which sustainability can be embedded. originate within the company, such The opportunity to make this change
as changes in the board of directors sustainable rests on the fact that the
Disruption to business continuity has or top management, mergers and transformation has become necessary,
both external and internal causes. This acquisitions, drastic reductions in thus the perceived cost and complexity
discontinuity is typically characterized profitability, or development of of a sustainable transformation will
by a significant change that occurs new technological solutions.29 be subsumed into the company’s
abruptly and unexpectedly, causing response to the business discontinuity.
instability in the target environment: In each instance, this disruption forces Sustainability can simply be
intervention across multiple business incorporated as a new element in the
• External discontinuities: functions, leading to roles, processes strategic decision-making process.
events that are difficult for the and activities being redefined. This is
company to influence. This type the moment to seize the sustainable
of discontinuity includes the business transformation initiative.
—10A HEIGHTENED ESG Green Power. The success of the 2020 the Protein program delivered
PERFORMANCE transformation program has been more than €300 million of incremental
fully confirmed by the company’s savings, bringing its total savings to
economic performance. In 2019 alone, €1.3 billion since 2017.36
A recent publication by CASS 91% of Enel’s total EBITDA (€16.2
Business School has shown how billion)31 was generated by low-carbon Finally, economic crisis can also
ESG performance, particularly technologies, products and services. represent a powerful moment of
concerning environmental issues, At the same time, there was a sharp disruption in business-as-usual. In
improves significantly following an decrease in revenues from coal-fired this instance, BMW Group offers
M&A transaction, which is one of power plants (-30% in 2019 compared us a clear example of a sustainable
the main external causes of business to 2018).32 transformation. In 2008, the year
disruption. Among the case studies of the global economic crisis, BMW
referenced by CASS are acquisitions Changes in top management can suffered an unexpected drop in sales
carried out by Exxon Mobil and Pfizer, also mark significant moments and turnover.37 The Group decided
all of which registered a marked of disruption, as in the case of to withdraw from Formula One
increase in the main metrics, both Danone. A new CEO in 2014 marked motorsport 38 and divert resources to
in financial and sustainability terms, a year of change and challenge research into alternative propulsion
in the three years following the for the company, given declining systems. At the same time, the
completion of the transaction.30 sales in Europe. Emmanuel Faber Group jointly set up the Sustainability
immediately made sustainability Board.39 BMW has set ambitious
Our own study of 41 cases from 19 a core value of the corporate targets for electric vehicle sales,
industries in 17 countries reveals strategy.33 As a consequence, Danone rising from a quarter of the vehicles
that a change in the regulatory began integrating ESG factors into it sells in Europe in 2021 to a third
framework is another of the most the business by implementing an in 2025 and half in 2030.40 Since
frequent and impactful business M&A strategy aimed at acquiring 2009, the Group’s profitability has
discontinuity moments. This is sustainable companies already registered a positive trend, enabling
epitomized by electricity and committed to meeting strict it to maintain its investment level in
gas company Enel. Following the environmental and social standards, sustainability above 100 million euros
Paris Agreement, Enel decided such as Happy Familiy, a B-Corp for the past five years.41
to accelerate its decarbonization certification holder, and launching
program by implementing a strategy the Protein efficiency program.34, 35 As What do these examples have in
aimed at divesting 23 thermoelectric a result, Danone’s operating margin common? Our analysis suggests the
power plants and acquiring Enel has followed an upward trend and in following key takeaways:
Companies must integrate sustainability in their business model and in all
aspects of their operating model to take advantage from the opportunity of
Why creating shared value in and for the society in which they operate, pursuing their
business goals.
When embarking on a path of transformation towards sustainability, companies
Key must consider three key dimensions (inside company, outside company, human)
takeaways and define a detailed action program that has a multi-year implementation
How
horizon and a dedicated investment budget allocation.
Companies must carry out a sustainable business transformation
during periods of significant business discontinuity to leverage
the lower perception of complexity and cost typically associated with
When
this contingency.
—11TURNING DISRUPTION INTO
OPPORTUNITY
We have seen that periods of pandemic, defined by the OECD placing sustainable growth at the
disruption causing business as the cause of “the most serious center of its planning.43
discontinuity represent the ideal economic crisis since World War II”,42
moment for redefining strategy and represents an opportunity to rethink At Capgemini Invent, we have
business models with a sustainable existing business models, given the identified the six main fields of
perspective. strong disruption that all companies play needed to turn disruption into
in every sector are facing. In addition, opportunity – see following page.
Sustainable transformation safeguards sustainable transformation programs Through these six fields, we help
the enterprise from the risks to which will benefit from the support of our clients to execute the transition,
it is exposed, while allowing it to make multiple initiatives, including those enhance sustainable transformation,
necessary – and inevitable – changes. from the European Union, which has and concretely realize the ambitions of
set up an unprecedented stimulus their sustainable business vision.
The current historical moment program, reaching a record € 1,800
characterized by the COVID-19 billion over the next seven years, while
—12D E F I N E / A S S E R T T H E S T R AT E G Y C R E AT E N E W P R O D U C T A N D
& T R A N S F O R M AT I O N P L A N SERVICES
• Define a purpose, a vision, an ambition • Adapt & equip the marketing and sales function
• Know your starting point (maturity diagnoses) • Analyze / manage / adapt the portfolio of products
and services
• Define a roadmap (e.g. carbon zero) at operational
and portfolio level • Thinking about new business models
• Build the transformation plan • Develop new products and services
• Address the CSR function & establish good • Rebuild the Customer Experience
organization and good governance
• Identify ecosystems and potential partnerships
ENG AGE ADOPT GREEN IT
S TA K E H O L D E R S PR AC TICE S
• Engage customers towards • Determine a vision and
a social economy, rethink the objectives for the IT
brand experience department
• Identify and manage the • Diagnose (infrastructure,
impacts on the businesses. applications and equipment,
Engage employees (from project mode, etc.)
awareness to training)
• Build the action plan
• Manage the relationship
• Rethink the project mode to
of external stakeholders
integrate the CSR dimension
(regulators, investors, NGOs ...)
from the start
to support the transformation
and visibility in the ecosystem
ESTABLISH RESPONSIBLE OPERATION & ADDRESS THE CHALLENGE OF
PROCESSES MEASUREMENT
• Integrate the CSR dimension into the management of • Define the necessary indicators (reporting,
operations (diagnosis / actions). Lean sustainable process management, risk monitoring, etc.)
optimization ...
• Identify the necessary markers (value chain analysis)
• Think / rethink the operating model with responsible criteria
• Build the data collection process & set up data
• Adapt the sourcing strategy governance
• Set up a sustainable real estate strategy • Integrate ESG criteria into decision chains (including risks)
• Automate dashboard and reporting
• Build models of control / projection of the trajectory
—13ON COUR SE FOR likely to deliver transformational It is clear that, despite an extremely
C L I M AT E N E U T R A L I T Y results at speed and scale across challenging global economic context,
five core economic domains: it is possible to forge ahead with
energy, building and construction, a sustainability revolution, redefining
Our latest research report “Fit for transportation, food, and land use. objectives, priorities and strategies.
net-zero" explores a wide range of This analysis, commissioned by Doing so with an objective of
actionable recommendations for Breakthrough Energy, can provide sustainable transformation is no
financial support in order to target the a solid basis on which Europe can longer just a moral duty, it is now
EU Recovery Fund and set the course regain global technology leadership, imperative to remain competitive in an
for climate neutrality by 2050.44 The help solve the climate crisis, and lay the increasingly ever-changing world.
report focuses on 55 high-impact grounds for a sustainable and job-rich
climate technologies that are most recovery.
—14INVENT FOR SOCIETY –
HELPING TO DRIVE THE
S U S TA I N A B I L I T Y E V O L U T I O N
As a globally renowned technology
and digital leader, Capgemini inherits
the responsibility, the ambition, and
the means to contribute to solving
major societal questions that shape our
world – and at Capgemini Invent we are
contributing to making this ambition
a reality.
Invent for Society showcases how
social impact is part of the fabric of
what we do for our clients every day.
OUR OBJEC TIVE S ARE EMBODIED
IN THREE PILL ARS:
CARE ENVIRONMENT TRUST
Helping our clients find inventive Guiding our clients to build and deliver Leveraging AI and data to help meet
solutions to improve how health and their low-carbon strategies. trust challenges from citizens while
social care are provided. reinforcing digital human rights.
For more information, please visit:
https://www.capgemini.com/service/invent/invent-for-society/
—15REFERENCES
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—16THE AUTHORS
Gianfabio Forti
Principal Consultant, Innovation &
Strategy, Capgemini Invent Italy
gianfabio.forti@capgemini.com
Gabriele Cuicchi
Consultant, Innovation & Strategy,
Capgemini Invent Italy
gabriele.cuicchi@capgemini.com
Carlotta Borelli
Consultant, Innovation & Strategy,
Capgemini Invent Italy
carlotta.borelli@capgemini.com
The authors would like to especially thank Alessandro Falconi for his guidance
and expertise on sustainability, Francesca Forlini, Silvia Fratini, Alice Ghelli and
Potito Guida for their valuable contribution to the paper, and Francesca Zoppi,
Alessandro Armillotta and Marco Armellino for sharing their insights on the topic.
—17About Capgemini Invent For more details contact:
As the digital innovation, consulting and transformation brand of the
Capgemini Group, Capgemini Invent helps CxOs envision and build
what’s next for their organizations. Located in more than 30 offices and Roshan Gyan
25 creative studios around the world, its 7,000+ strong team combines Managing Director Southern &
strategy, technology, data science and creative design with deep industry Central Europe, Global Head of
expertise and insights, to develop new digital solutions and business Intelligent Industry, Capgemini Invent
models of the future. roshan.gya@capgemini.com
Capgemini Invent is an integral part of Capgemini, a global leader in
partnering with companies to transform and manage their business by
harnessing the power of technology. The Group is guided everyday by its Volker Darius
purpose of unleashing human energy through technology for an inclusive Executive Vice President, Global
and sustainable future. It is a responsible and diverse organization of Head of Portfolio, Capgemini Invent
270,000 team members in nearly 50 countries. With its strong 50 year volker.darius@capgemini.com
heritage and deep industry expertise, Capgemini is trusted by its clients
to address the entire breadth of their business needs, from strategy and
design to operations, fueled by the fast evolving and innovative world of
cloud, data, AI, connectivity, software, digital engineering and platforms.
The Group reported in 2020 global revenues of €16 billion. Florent Andrillon
Vice President, Global leader of
Get The Future You Want Energy Transition, Capgemini Invent
florent.andrillon@capgemini.com
Visit us at www.capgemini.com/invent
Jean-Baptiste Perrin
Vice President, Global leader of
Invent for Society, Capgemini Invent
jean-baptiste.perrin@capgemini.com
MACS 2021-01-3180
The information contained herein is provided for general informational purposes only and does not create a professional or advisory relationship.
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