Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. 397-026-1
Authors: Marcus J Hurt (EDHEC - Business School); Gilles Serpry (EDHEC - Business School)
Published in: 1997

Abstract

This is the first of a two-case series (397-026-1 and 397-027-1). '' Cap Gemini Sogeti (A)'' describes the history of this small French company over 25 years as it expands to become European leader in Information Technology Services with 25,000 persons worldwide. Case (A) stresses the specificity of CGS''s strategy as a ''strategic assembler'' bent on acquiring geographical presence and adjusting to the changing nature of the IT services business. The major issue is how to turn a hitherto successful conglomeration of companies into a world-class player capable of making effective use of ''core competencies'' that are seemingly trapped in divisions that are legacies of the acquisitions strategy. Case (A) ends in 1992 with questions on what redefinition of the business lines is needed and what organisational structure would best transfer skills among all divisions of the corporation to face the growing competition in the industry from consulting firms and American IT giants.
Location:
Size:
USD2 billion sales
Other setting(s):
1992

About

Abstract

This is the first of a two-case series (397-026-1 and 397-027-1). '' Cap Gemini Sogeti (A)'' describes the history of this small French company over 25 years as it expands to become European leader in Information Technology Services with 25,000 persons worldwide. Case (A) stresses the specificity of CGS''s strategy as a ''strategic assembler'' bent on acquiring geographical presence and adjusting to the changing nature of the IT services business. The major issue is how to turn a hitherto successful conglomeration of companies into a world-class player capable of making effective use of ''core competencies'' that are seemingly trapped in divisions that are legacies of the acquisitions strategy. Case (A) ends in 1992 with questions on what redefinition of the business lines is needed and what organisational structure would best transfer skills among all divisions of the corporation to face the growing competition in the industry from consulting firms and American IT giants.

Settings

Location:
Size:
USD2 billion sales
Other setting(s):
1992

Related