Why and how did Capgemini choose a Knowledge Sharing approach?


Capgemini Consulting France was present at the Knowledge Tour Paris  and London for the 2017 editions and unveiled how they set up a social platform to boost the knowledge sharing of their consultants. Let's have a quick preview shall we?

Capgemini Consulting is the Global Strategy and Transformation Consulting brand of the Capgemini Group. With the new digital economy creating significant disruptions and opportunities, the global team of over 3,000 talented individuals across the world, work with leading companies and governments to master digital transformation, drawing on their understanding of the digital economy and leadership in business transformation and organizational change.
To contribute towards greater value creation for their clients and consultants by strengthening their knowledge capitalization and knowledge sharing capabilities.
"It is about creating value for our client through knowledge”, says Jean-Baptiste Rouge, ​Vice-President at Capgemini Consulting.
The Platform participates in their own digital transformation and the strengthening of collective intelligence. Indeed, the objectives of the ‘Collaborative Digital Intelligence’ project are:

  • To boost productivity and address the day-to-day requirements of their consultants
  • Focusing on premium assets (training material, proposal, best practices, methodologies and tools)
  • Providing easier access to our accelerators / offerings
  • identifying and connecting very easily with sectorial or functional “experts”, from consultants to VPs

Launching knowledge sharing efforts with impactful results, always means confronting several challenges, such as silos thinking along with resistance to change.
The first principle of knowledge sharing promoted is that all consultants – starting with VPs – are accountable and responsible for providing value-added content. Quality is preferred over quantity. Users are encouraged to interact and/ or meet with each other’s to share additional information and tacit knowledge.
As a consequence the former KM centralized management moved towards an open managed one.
The second principle is related to the governance: At the level of each entity, a monthly editorial board is accountable for reviewing knowledge assets sharing.
The third important principle for implementing a successful Knowledge Sharing strategy as everyone knows is Change management.
As an example, to increase tool adoption at Capgemini, a pool of reverse mentors ensure tool mastery in particular targeting more senior profile. Senior levels are also assessed according to their knowledge contribution during their annual assessment meeting.