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This is the second of a two-case series (397-026-1 and 397-027-1). The (B) case is a companion case to ''Cap Gemini Sogeti (A)'' (397-026-1) and starts off with a full-fledged description of the Genesis program launched in 1992 to transform CGS into a European-engendered ''transnational'' capable of competing with American IT and consulting giants. The case concentrates on the new organisational structure adopted, the training of change agents and the timetable of activities scheduled to bring about a homogenisation of working habits worldwide. Corporate communications and style are dealt with in depth. The case concludes with the issues facing CGS in 1995 and the problems still left unresolved by the Genesis program as they consider embarking on the second change process, Genesis 2. The objective is to provide insight into managed change processes and the conditions under which they may best be led. The final issue raised is the desirability of accelerating change processes in periods of declining profitability.