1. Online Collaboration Tools & Options Geneva, 30 th of May 2016

2. 2 Agenda  Capgemini & Sogeti Switzerland  Omnichannel collaboration for efficient processes  Key Success Factors  Use cases Integrated self-service collaboration implemented in the cloud Collaboration as a service for a large international company

3. 3 Capgemini / Sogeti presentation  Revenue 2015: €10,573 million  Operating margin:€970 million  Operating profit:€853 million  Profit for the year attributable to shareholders:€582 million  Net cash and cash equivalents:€1,218 million A STRONG GROUP A COMPLETE PORTFOLIO A GLOCAL PRESENCE Consulting Application Services Infrastructure Services Business Process Outsourcing REVENUE SPLIT BY DIVISION 182’000 employees in 46 countries

4. Manuel CONTI, Digital & Mobile Practice Leader manuel.conti@sogeti.com@manuelconti

5. 5 Omnichannel collaboration for efficient processes

6. 6 “We need anywhere and anytime access to files and business tools to serve our customers and stay competitive.” “We need modern solutions that help us collaborate and get work done more efficiently.” “We need to make things more easy and smooth as today we are wasting time in too many processes.” “What can I do to know who access and what he does on the platform?” “Our legacy systems are costing too much and they are not evolving with us.” “Our team works from many locations. We need to stay connected no matter what.” “Our data has to be secure. I need to know my company is protected from viruses, malware, theft, etc.” “We need to reduce and optimize costs.” What everyone is looking for…

7. 7 How digital transformation is shaping IT o The new data landscape is the centerpiece of digital change. o Being Agile is not anymore an option. o Data-driven decisions can’t work if information is kept in silos. o IT has shifted from being a support system to a business and production system. o Gartner predicts ”by 2017, 75% of IT organizations will have a bimodal capability. Half will make a mess.”

8. 8 o Device optimized experience. o Online and Offline. o Seamless and smooth experience adapted to new type of users (don’t forget millennials!). o Reconsider boundaries between work and personal time: the overlap is already here. Quickly access, manage, and edit all your documents no matters where you are

9. 9 o Create an uniform omnichannel user experience extended to partners and clients with whom it is necessary to establish a secure and trust collaboration. o Be in control of what is happening in your ecosystem with versioning, history and possibility to recovery a document at any time. o Avoid to share document by email wasting time and increasing chances of errors and loss. Work at any time from any device in a document with a whole team of people from different locations

10. 10 o The cloud is secure and is often more secure than on premise environments. o Security technologies will stop being server- centric and become service-centric. o Security professionals will become key players in DevOps. o Local and Global partners are offering more and more Security Operation Center to help during the transition and they are often doing it as a service. It has been proven that the myth that the cloud is not secure is false. Security is important and cloud is an opportunity

11. 11 o Organization cannot rely on sharing content through personal account or private systems. o Sharing is caring and it is necessary to are about all the process of sharing some content, remaining always in control. o Content should be private by default and then open to the appropriate audience. In 2020 the number of data in the internet will be 300 times more than in 2005. Being in control of your data is everything.

12. 12 o Majority of employees are complaining about processes too complex and not smooth enough. o Change Management is also a process and it is important to help people on understanding what they will get from a new way of collaborating. o Business Process Management comes in response to the deficiencies of traditional enterprise applications, bringing added value in a considerably short time. CIOs are today facing more pressure to deliver innovative, agile, integrated IT, which helps the business be competitive and BPM will be part of the answer.

13. 13 Pillars of an omnichannel collaboration Devices optimized experienceReal time collaborationFocus on securitySharing is caringAutomation of processes

14. 14 Key Success Factors

15. Governance o The actions of a collaboration platform governing bodies should be guided by a set of principles.​ o Governance decisions must balance the IT cost of supporting the collaboration online platform, with the value that the proposed changes will bring to the business. ​ o The governance policies that are adopted, should be as easy to understand and as transparent as possible.​ o All users must take responsibility for using best practices in content and document management, and the governance policies that are adopted must encourage those practices.​

16. Information Architecture Management o General Information Strategy: o Addresses horizontal issues such as governance, ownership, sourcing. o Vertical Sub-strategies: o INSPIRE (Integrate, Narrow, Support, Publish, Iterate, Relate, Evaluate) o Search and Findability. o Internal communication. o Matrix across horizontal and vertical processes. o Understand the difference between structured and unstructured data, its purpose and why should not be mixed. o Plan a content audit and assessment.

17. User Experience & Change Management o Users are already using self-service mode for almost everything: why shouldn’t do it at work? o Target User Empowerment: o Best in class UX. o Ubiquitous access to information. o Look for findability and not just search. o Coherent and consistence user experience across the entire platform. o Identify the champions who will advocate the new way of collaboration o Measure your indicators and ask for feedback and satisfaction surveys.

18. The right partners and tools for scaling and industrialize deployment o Choose the tools and software that best suit your needs (Office 365, Yammer, Podio, Slack, Wrike etc…). o Build a solid relationship with a partner of trust that has experience of delivering. o Industrialize development and deployment in order to optimize time and costs and bring more value (DEVOPS). o Start small but be ready to scale at any time without changing your strategy. o Leverage the online community as a resource (e.g. Office DEV PNP monthly call has more than 100 attendees).

19. 19 Key success criteria A solid governanceInformation Architecture ManagementUser experience and change management The right partners and tools for scaling and industrialization

20. 20 Use Cases 1.Integrated self-service collaboration implemented in the Cloud 2.Collaboration as a service for a large international company

21. 21 Achievements: o Self-service and flexible processes o Integrated change management o Learning Management System as part of the platform o Awareness and adoption Self service creation of Collaboration Environment Automated approval process and governance Self-maintained life cycle Automatic detection of completed training of a specific user Subscription to a LMS platform Awareness and change management

22. 22 Collaboration as a service for a large international company

23. 23 Key takeaways The implementation should aim to provide self-service experience and integrated change management in the new model “as a service” Digital transformation and Online Collaboration is a journey and not a project. INSPIRE, having clear that it’s all about It’s People, Process, Culture and Technology Make an assessment of what is already done in the market and how it matches with your business model. ANALYZEINSPIRE IMPLEMENTEVALUATE

24. 24 Questions & Answers Sogeti Suisse S.A. Genève Rue du Rhône 65 1204, Genève +41 (0) 22 879 16 50 Lausanne Rue du Petit-Chêne 38 1003 Lausanne +41 (0) 21 321 60 80 Basel Elisabethenstrasse 23 4051 Basel +41 (0) 61 205 41 00 Zurich Leutschenbachstrasse 95 8050 Zürich +41 (0) 44 560 27 00 Questions?

25. The information contained in this presentation is proprietary. Copyright © 2015 Capgemini. All rights reserved. Rightshore ® is a trademark belonging to Capgemini. www.capgemini.com About Capgemini Now with 180,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2014 global revenues of EUR 10.573 billion. Together with its clients, Capgemini creates and delivers business, technology and digital solutions that fit their needs, enabling them to achieve innovation and competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore ®, its worldwide delivery model.the Collaborative Business Experience™Rightshore ® Learn more about us at www.capgemini.com.www.capgemini.com