Business Development at Capgemini
Manas Deb is currently the Business Leader of Cloud Computing at Capgemini/Europe. He is a veteran of the software industry with more than 30 years of experience including deep work in development, product management, architecture, management of transformative customer projects, and sales and marketing. During his career at TIBCO and Oracle, he focused on the whole spectrum of middleware technologies.
Publications
Part 1
For decades the deployment of information and communication technology (ICT) in business contexts and the subsequent exploitation of its efficiency-driving capabilities have transformed and sometimes revolutionised business models. ICT has driven completely new products and services into the market, as well as enabling increasingly automated operating models. Enterprises have greatly leveraged ICT to gain a competitive advantage.
In recent years, the notion of a digital business has emerged. Radically game-changing developments have enabled the digitalisation of businesses, usually creating nothing less than their comprehensive transformation.
Part 4
This section addresses the structuring of a digital initiative at the project level. An enterprise’s digital transformation is executed via a sequence of smaller, yet coordinated transitional steps in the form of individual business projects. Contrary to traditional project and business analysis techniques, a digital methodology must meet several important criteria.
Part 3
The role of the CDO has been created in the organisation to take full responsibility for the digital
transformation. Leadership has therefore been established for this profound and comprehensive
undertaking. As the first step, the digital transformation now needs to be shaped, which is a core responsibility of the CDO. Given its comprehensive nature, shaping the digital future and the transformation
necessary to reach the target is an exercise that will involve the whole company.
Part 2
Indigo Digital is a Zurich-based fintech start-up. The purpose of the company is to bring financial inclusion to the unbanked and underbanked via fair, affordable and standardised mobile-based financial services. Standardisation drives down costs and Indigo passes on the benefits of the advantageous cost structures to its clients. Imagine a Moroccan mother with five children living in the Atlas Mountains; her husband works in Lyon and transfers money to her every month with a 10–15% transfer cost. In contrast, Indigo offers international transfers that cut the mix of high fees and unfavourable currency exchange rates typically taken from underprivileged customers.
Part 2
Digitalisation aims to optimise communication patterns between humans and their relationship with each other. This goal is realised via digital media, for instance in retrieving and processing information or accessing services. The digital medium takes on the function of overcoming the limitations of natural communication within our private, social and corporate structures. Several means of digital communication have existed for many decades but were often isolated from each other.
Part 1
Devastation caused by powerful earthquake shocks can often be drastic and far-reaching. The strongest earthquake in Valdivia, Chile (1960), had a magnitude of 9.5 and was felt in Hawaii, while the deadliest earthquake in Shaanxi, China, killed nearly a million people. Shocks are typically unexpected and cause contrasting impacts due to differences in prevailing environments. Many aspects of digital disruption are comparable to shocks from incidents such as earthquakes. Powered by the rapid emergence of a wide variety of affordable technologies and consequential changes in customer behaviour, major movements are taking place in the environments that businesses operate in – creating digital shocks.
