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New joiners 1st 100 days part 3

Posted At : August 23, 2010 11:26 AM | Posted By : Tim Antos

This blog was compiled by Tim Antos

The new joiners to the Consulting Development Community (CDC, Capgemini’s Consulting’s two year graduate scheme) have now been with us for over 100 days. In the third of a series of 3 blogs we look back at what they had been up to since they joined.

Emily Marsh another of the CDC new joiners gave us a perspective of her first 100 days working in a Capgemini’s sustainability team:
I’ve been on the Capgemini sustainability team looking at making Capgemini an even  more environmentally friendly sustainable business.  It’s been a great opportunity to get to know Capgemini better before taking an external role. Being based in Wardour Street has also allowed me to get involved in other projects (the People Programme,
Work Inspiration and Princes Trust events). I’ve really enjoyed being available to help out. My biggest challenge so far was getting through resourcing- I wanted to do all the roles I was tagged on! It’s been great to practise all the things we learnt in the induction and I’m really looking forward to the next challenge.”

 

 

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New joiners 1st 100 days part 2

Posted At : August 11, 2010 11:09 AM | Posted By : Tim Antos

This blog was compiled by Tim Antos

The new joiners to the Consulting Development Community (CDC, Capgemini’s Consulting’s two year graduate scheme) have now been with us for over 100 days. In the second of a series of 3 blogs we look back at what they had been up to since they joined.

Robert Ord anther of the CDC new joiners gave his perspective of his 1st 100 days at Capgemini:
Upon joining I worked on a Consulting bid, which some called ‘baptism by fire’!  It was an intense week where I learned about how things work at Capgemini.  Once the bid was submitted, I joined the global border management team where to date I have spent three days at the World Congress on Information Technology 2010 in Amsterdam, developed an awareness of border themes, supported bids and facilitated monthly meetings.  I am thoroughly enjoying the role and I am getting involved with the Prince’s Trust, preparing for a 100 mile challenge, establishing a group of graduates with an interest in the Energy, Utilities & Chemicals sector and, of course, enjoying the CDC social environment

Tim Antos another of the CDC new joiners started within our Accelerated Solutions Environment (ASE) which is Capgemini’s dedicated environment to help clients address their toughest challenges quickly and collaboratively. He gave his perspective of his 1st 100 days at Capgemini:
My first role has been in the ASE where I’ve had fantastic exposure to some of the biggest challenges facing Capgemini and our clients. I have worked with Capgemini bid teams, local councils implementing shared services, health services addressing critical cost challenges, telcos reshaping the way they work and on internal projects developing Capgemini strategies to name a few! Outside the ASE I’ve been leading the utilisation focus of the CDC Internal Marketing, beating our French counterparts at rugby in Paris, fundraising and training for the Wild challenge 100 mile race and getting involved in Million Makers a charity challenge turning £1,500 into £10,000!

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New Joiners 1st 100 days

Posted At : August 6, 2010 1:08 PM | Posted By : Tim Antos

Compiled by Tim Antos

The new joiners to the Consulting Development Community (CDC, Capgemini’s Consulting’s two year graduate scheme) have now been with us for over 100 days. In the first of a series of 3 blogs we look back at what they had been up to since they joined.

Deborah Hough the CDC manager and senior member of Capgemini Consulting gave us a perspective of what the new joiner’s 1st 100 days looked like to the senior management:

“The CDC have been in very high demand across the business, indicating just how well the new joiners have integrated. Their experience has particularly helped our clients in the energy, utilities, financial services and consumer products sectors, each of which have provided exciting private sector projects for the new joiners. Some of them have also integrated into the specialist practices such as the supply chain team.

It’s not just about project work. There’s been a strong contribution to sustainability, and we have a cadre of new joiners boldly supporting this year’s Million Makers team (a charity challenge turning £1,500 into £10,000).

They are about to cement the learnings of the first 100 days with more training and will be able to bring to bear a whole new set of skills”

Laura Duggen one of the CDC new joiners gave us a perspective of her first 100 days working in a large UK utility:
I’ve had a positively challenging experience establishing the reporting and tracking systems for a large, complex utilities project. I’ve been creating, embedding and running various processes, and have also had the capacity to support some of the hot housing (intense strategic brainstorming to solve difficult client challenges) and other delivery activity, which has been a great learning opportunity. Additionally I’ve taken on a role as an organiser for the Prince’s Trust work, assisted with a workshop for the internal People Programme and walked 20 miles for the Mytobular Trust. I feel like my feet haven’t touched the ground, and I’m looking forward to the challenges that the next 100 days will bring!

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Privacy: The right to be left alone?

Posted At : June 14, 2010 7:37 PM | Posted By : Tim Antos

This blog was written by Robert Ord. Robert is an Associate Consultant who joined Capgemini in March 2010.
 
Security, safety and privacy.  All words we have come to know and love in our day-to-day lives.  You may be picturing long queues at airport scanners or having to remember the multiple passwords you have for internet sites.  You may even be thinking of your personal technique for covering your pin entry at the kiosk.  Whatever security, safety and privacy mean to you, have you ever given a thought to where your data ends up or who has access to it?
 
Working in a Capgemini community dealing with Border Management, it is words like these that we are talking about.  Having the right information at the right time is critical to maintaining the safety of the population.  Border agencies need to know who is arriving and where they are going.  They need to know what your interests are to determine if you are a threat to the public.  These decisions are based on information generated by you; biometrics, profile, activities and friends to name a few.  Given the choice, how far would you allow this information to be shared freely?
 
The news would tell us that we care about privacy.  Facebook recently had to change their whole privacy system to answer demands of the public.  The colossal data store in Facebook’s (and others) possession is very commercially valuable.  I have to ask myself how much trust I place in organisations like this to guard my data as I overtly guard my pin number.  Will they mind if they accidentally let slip who my friends are or my mobile number?  Well I would.  That is part of my identity, the fundamental backdrop of safety, security and privacy. Our identities in the wrong hands can be a frightening and dangerous force.
 
It is a similar story for virtually all project teams in the professional services world.  We handle sensitive data as a matter of routine and we have an obligation to protect this data.  A current topical example is the age of The Cloud and the impact it is having on safety, security and privacy.  Applications over the internet open new concerns of how to keep data private and secure.  Public/private partnerships have the luxury to discuss privacy and designing a suitable framework.  Consultants are called upon to assist with these difficult choices, but even making the decision on who should be invited to such a discussion is difficult to consider; open data sources contain millions of records.
 
I was very privileged to hear a world expert on this subject during a panel discussion at the recent World Congress of IT 2010. A point he made was to define the Latin routes of privacy: denied something.  This could be a key in future personal data protection.  I do not always have the option of open discussion in items of social importance, but where I do, I have the option to not give my data in the first place and for my data to be left alone.  However, we must all take heed a popular quote, “if you try and protect 100% of everything, you end up protecting nothing”.

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Consulting Development Community induction process

Posted At : June 8, 2010 12:07 PM | Posted By : Tim Antos

This blog was written by David Brady. David is an Associate Consultant who joined Capgemini in March 2010.

The CDC induction process lasts about 3 weeks which is split between the university in France and an induction by other graduates in London. During the university week we went through the basic skills that are needed for a consultant. The course is full of a wide range of people ranging from new recruits to potentially VP’s from all over the world. Every consultant that joins Capgemini has to go on CSW so it’s an eclectic mix.  It was great to work with such a variety of people from all over the world and grades. The whole week was a brilliant learning curve and one of the key skills that I learned was the ability to give and receive feedback, something which is invaluable in your time as a consultant. The curriculum is built around a case study and after each module you will present back the tools you used around the case study. The moderators do give you curve balls and challenges but it’s very good fun.

The induction is a more specific on the Consultant Development Community (CDC, get used to that acronym) in the UK. We received presentations from the CEO of UK consulting, Head of HR, Operations & IS to name just a few. We really did get the impression that we were immensely valued within Capgemini and that we were there to make a difference from the very start.

During the whole 3 weeks of induction you are fully prepared for your first day on project. No matter how much you are prepared though nothing prepares you for your new found fame! The internal marketing stream do a really good job or promoting you to the rest of the business even before you join so be prepared for meeting colleagues in the lift that know your name and a short life story!

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Focusing on People Development

Posted At : June 3, 2010 11:04 AM | Posted By : Tim Antos

This blog was written by James Simpson. James is an Associate Consultant who joined Capgemini in March 2009.

Although client delivery work is very much the primary focus for all CDCers during their time on the graduate programme and beyond for the rest of their careers at Capgemini; a focus on “People Development” will also play a large part in the lives and development of CDCers. Examples of People Development activities CDCers will regularly be involved in could include supporting graduate recruitment by being a campus champion, presenting at graduate fairs /insight days /induction or hosting an assessment centre; being a buddy to a new joiner to the CDC; or supporting training activities for a Capability Unit with Capgemini Consulting. In addition, there is also a chance to become involved with a number of charities and not-for-profit organisations that Capgemini have a relationship with.

For myself, I have been involved in facilitating a young enterprise event at a school in the South East of England; walking twenty miles to support the Myotubular Trust, as well as organising a fundraising event for the One to One Africa. In the future, I hope to be involved in this year’s Million Maker’s challenge for the Prince’s Trust, and some of my colleagues in the CDC will be taking part in the Prince's Trust Wild Challenge. Other examples of People Development work other graduates have been involved in, include helping to set up a new charity, and doing pro-bono work for charity organisations.

The opportunity to get involved in People Development activities proves an enriching experience for many CDCers throughout their time on the programme. It presents the chance to support some fantastic causes, learn new skills, have fun and meet other consultants across the business.

 

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“So what do Management Consultants do exactly?”

Posted At : May 24, 2010 2:03 PM | Posted By : Tim Antos

The blog below was written by Laura Duggen. Laura is an Associate Consultant who joined Capgemini in March 2010

This is the question that I am almost invariably asked when talking about my job – generally it immediately follows the “So, what do you do?” question.  Everyone you speak to knows that management consultants exist but have no real idea why they exist or what use they are, and whilst we are not quite regarded with the same level of suspicion as bankers, nonetheless there are likely to be a few “give them your watch and they’ll tell you the time” type jokes and general mockery. Trying to explain or answer the question is normally ill-advised. In true British fashion, whatever you say will provide further excuse for mocking from your friends. Which is all very well, but it did make me wonder– what is the ‘right’ answer to that question, and why is it that no one seems to know what we do?

I graduated in 2007, and spent some time working in a start up company before working for the water industry for a couple of years and making the decision to join Capgemini.  I know why I wanted to be a management consultant; the variety of work and the intellectual challenge, and also why I wanted to join Capgemini specifically; the collaborative approach (a Capgemini term, which roughly translates as the idea of working ‘with’ as opposed to ‘at’ or ‘to’ our clients), and the feeling of cultural fit with the people I’d met.  When I joined, I knew that I was going to do three weeks training but did I know precisely what I was going to be doing after that?  Honestly, no. I didn’t know where I was going to be working (Scotland as it turned out) or who I would be reporting to, or what my day to day activities would be, but whilst some of my friends shuddered in horror at the very thought, for me it was part of the attraction. I haven’t been a consultant for long, but I have quickly learnt that flexibility, enjoying change and being willing to adapt to whatever comes your way are essential qualities for this job, and ones that are shared by all Capgemini consultants I have met.

Since I’ve joined I’ve seen consultants work in project management, communications, stakeholder management, HR, training programmes, website migration and supply chain.  I’ve known them working in sewage treatment works, on trading floors, in breweries and with factory production lines. This is naming only a fraction of the roles and environments that you might end up being involved with and the only thing I can say for certain is that you can expect the unexpected!

Hopefully you can start to see the conclusion that I came to. The reason that it’s difficult to answer the question ‘What exactly is it that management consultants do?’ is not because we do nothing, but because we do so many different things. What we do in essence, is provide the expertise, guidance and support that helps our clients address their challenges and deliver value.  This is determined by the client, their culture, their organisational structure, their industry, their timescales, their budget and their challenge.  It’s as simple, or as complicated, as that.  So whilst I’m sure there are many wiser and more experienced people out there who would be able to say this much more eloquently, for now I’ve found my answer – ‘It depends.’

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Choosing to embark on a career in Management Consulting

Posted At : March 17, 2010 8:01 PM | Posted By : David Kunzmann

The blog below was written by Caroline Cook. Caroline is an Associate Consultant who joined Capgemini in September 2008.

Choosing to embark on a career in Management Consulting was something of a side-step for me, and one that has provided variety, challenges and opportunities that I never imagined possible when I began the application process. 18 months ago (prior to joining the Capgemini Consulting graduate scheme) I was working in a niche Digital Creative and Marketing agency; my skill-set firmly built around visual design and an understanding of media theory and user behaviour – not a conventional Management Consulting background… or so I thought!
Since joining Capgemini, any initial concerns that I’d have difficulty keeping up in a business environment have proven to be completely unfounded. If anything, I’ve been able to harness my background to benefit my Consulting career! I still never cease to be amazed at the opportunities to apply knowledge from one (completely unrelated) area to another; interaction behaviour becomes designing e-learning methods to support change programs; design and branding are great when polishing proposals and presentations; accessibility legislation transfers nicely to huge public sector information overhauls; programming logic helps to design processes. Needless to say, the list is pretty extensive!
In my experience the key is to find the right opportunities. The Consulting graduate scheme is tightly integrated within the wider business (globally - not just within the borders of the UK) which facilitates this very effectively. In addition, we benefit from a structured and highly-effective training programme so that any knowledge gaps can be filled. In fact, the only thing that’s totally stumped me since joining is finding a way to answer the (seemingly unanswerable) question: “So... What exactly is it you do as a Management Consultant?” Answers on a post-card please.

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The variety of opportunities makes consulting a great option for graduates

Posted At : March 5, 2010 5:17 PM | Posted By : David Kunzmann

The blog below was written by James Simpson. James is an Associate Consultant who joined Capgemini in March 2009.
The opportunity to work across multiple industries and gain experience of different services was one of the main reasons that attracted me to apply for a career as a Management Consultant. For anyone currently going through a similar application process, I can tell you that in my first year at Capgemini Consulting on the CDC programme my expectations have definitely been met in gaining this variety of opportunities.
Since joining, I have had experience of projects in Utilities, Retail, the Education and Health sectors. My assignments have varied from helping to implement operational improvement programmes, designing a new five year strategy for a UK wide health network and supporting the implementation of Government policy through to delivery. In addition, I spent four months on an internal role within the Capgemini Wardour Street offices supporting one of the key Capgemini Account teams supporting their future sales strategies and monthly forecasting budgeting processes.
There is no such thing as a “typical” assignment as a graduate at Capgemini Consulting, but any opportunity you are presented will give you the opportunity for continuous learning and development that will help serve as a fantastic basis for your future career. In my first year I feel I have learnt so much from the people I have worked with and the training I have received. I now also recognise how much more there is still to learn!

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A different way of working

Posted At : February 25, 2010 6:47 PM | Posted By : David Kunzmann

This blog was written by Laurie Edwards. Laurie is an Associate Consultant who joined Capgemini in September 2008.

The most refreshing thing about my current secondment to Capgemini’s Accelerated Solutions Environment (ASE) is the break from traditional patterns of working. The ASE works differently. The thing that people tend to notice when they first walk into the ASE is the physical environment. Moveable walls, which can be written on, fill the space; music is playing; there are plants, books and toys dotted around. The environment, however, is just the face of the ASE. What is really exciting is the work that goes on here. Try asking a room of children how many of them consider themselves to be creative geniuses; then ask the same thing to a group of executives. The ASE principle is that everyone can unlock their creative genius, if only they are given the opportunity and the belief to do it.

Whilst creativity and fun are vital components of the ASE experience, the work that this enables is everything. Event days are long: usually at least eight hours, with minimal breaks, for the participants and much longer for the facilitation team. In a daylong event for fifty people, this translates to about 400 hours of focused work. The process, which underpins the design of each event, ensures that this work is directed most effectively towards the problem in hand.

The first thing I was taught when I joined the ASE team was a definition of facilitation. It is very simple. To facilitate (stemming from the Latin root-word facile) means to make easy. Everything in the ASE is designed to make it as easy as possible for the participants to do the work required to solve the problem in hand. This means that your work as a facilitator could involve clearing away dirty plates after lunch just as much as wrestling with complex design problems during a sponsor meeting. The two are equally important.
Having done a degree course (English and Theatre Studies) that was largely concerned with creativity, I was delighted to find that consulting can involve more than analysis alone. That is not to say the latter is not important. When combining analytic and intellectual rigour with creative insight and the power of group genius, the results can be truly amazing.

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August 2010

New joiners 1st 100 days part 3

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New joiners 1st 100 days part 2

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New Joiners 1st 100 days

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June 2010

Privacy: The right to be left alone?

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Consulting Development Community induction process

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Focusing on People Development

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May 2010

“So what do Management Consultants do exactly?”

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March 2010

Choosing to embark on a career in Management Consulting

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The variety of opportunities makes consulting a great option for graduates

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February 2010

A different way of working

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June 2009

Collaborative Group Working

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We are in the people business

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May 2009

The start of my consulting career…

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February 2009

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