Capgemini unveils its new brand: Capgemini Engineering
Consolidating the market leading research and development (R&D) capabilities of Altran and Capgemini’s digital manufacturing expertise, latest reports from Capgemini unveils the launch of its new brand to be known as Capgemini Engineering.
“Today’s leading organisations understand that Engineering and R&D is fast-moving and ever evolving. As a result an end-to-end partnership with clients is needed for developing, launching, managing and modernising breakthrough products. The launch of Capgemini Engineering builds on the integration of Altran’s capabilities into the Group, a year on from its acquisition. It perfectly complements the Group’s already well-established portfolio of business offerings and supports our leadership position in intelligent industry,” commented Aiman Ezzat, CEO of the Capgemini Group.
What does this mean for the industry?
Harnessing its deep industry expertise and cutting-edge technologies, Capgemini Engineering will support the organisation's digital and physical world coverage.
With 52,000 engineers and scientists, as well as a presence in all major engineering hubs around the world, the brand will build on Capgemini’s integration of Altran following its acquisition.
Capgemini Engineering will help innovators engineer ‘the products and services of tomorrow’, and manage disruption by embedding digital and software technologies. Its global services cover: product and systems engineering; digital and software engineering; and industrial operations.
“R&D is the new battlefield. It must be connected and data-driven to optimize innovation and accelerate development. Capgemini Engineering’s services have been devised to address exactly that need, to harness the power of data to foster innovation, create new customer experiences and deliver new sources of value,” added William Rozé, CEO of Capgemini Engineering and member of the Group Executive Committee.
Gartner: Leaders Lack Skilled Smart Manufacturing Workers
With organisations rapidly adopting industry 4.0 capabilities to increase productivity, efficiency, transparency, and quality as well as reduce cost, manufacturers “are under pressure to bring their workforce into the 21st century,” says Gartner.
While more connected factory workers are leveraging digital tools and data management techniques to improve decision accuracy, increase knowledge and lessen variability, 57% of manufacturing leaders feel that their organisations lack the skilled workers needed to support their smart manufacturing digitalisation plans.
“Our survey revealed that manufacturers are currently going through a difficult phase in their digitisation journey toward smart manufacturing,” said Simon Jacobson, Vice President analyst, Gartner Supply Chain practice.
“They accept that changing from a break-fix mentality and culture to a data-driven workforce is a must. However, intuition, efficiency and engagement cannot be sacrificed. New workers might be tech-savvy but lack access to best practices and know-how — and tenured workers might have the knowledge, but not the digital skills. A truly connected factory worker in a smart manufacturing environment needs both.”
Surveying 439 respondents from North America, Western Europe and APAC, Gartner found that “organisational complexity, integration and process reengineering are the most prevalent challenges for executing smart manufacturing initiatives.” Combined they represent “the largest change management obstacle [for manufacturers],” adds Gartner.
“It’s interesting to see that leadership commitment is frequently cited as not being a challenge. Across all respondents, 83% agree that their leadership understands and accepts the need to invest in smart manufacturing. However, it does not reflect whether or not the majority of leaders understand the magnitude of change in front of them – regarding technology, as well as talent,” added Jacobson.
Technology and People
While the value and opportunities smart manufacturing can provide an organisation is being recognised, introducing technology alone isn’t enough. Gartner emphasises the importance of evolving factory workers alongside the technology, ensuring that they are on board in order for the change to be successful.
“The most immediate action is for organisations to realize that this is more than digitisation. It requires synchronising activities for capability building, capability enablement and empowering people. Taking a ‘how to improve a day in the life’ approach will increase engagement, continuous learning and ultimately foster a pull-based approach that will attract tenured workers. They are the best points of contact to identify the best starting points for automation and the required data and digital tools for better decision-making,” said Jacobson.
Long term, “it is important to establish a data-driven culture in manufacturing operations that is rooted in governance and training - without stifling employee creativity and ingenuity,” concluded Gartner.