DEBUG: PAGE=domain, TITLE=NEAT Reports,ID=1503,TEMPLATE=neat
toggle expanded view
programcode =
programid = -1
database =
alerts =
neat =
vendors =
forecasting =
confidence =
definitions =

Search research content:

action=something else...array(7) { ["program"]=> int(-1) ["analyst"]=> int(-1) ["industry"]=> int(-1) ["serviceline"]=> int(-1) ["vendor"]=> int(-1) ["country"]=> int(-1) ["application"]=> int(-1) } array(0) { }
from:
until:

Access our analyst expertise:

Only NelsonHall clients who are logged in have access to our analysts and advisors for their expert advice and opinion.

To find out more about how NelsonHall's analysts and sourcing advisors can assist you with your strategy and engagements, please contact our sales department here.

Subscribe to blogs & alerts:

manage email alerts using the form below, in order to be notified via email whenever we publish new content:

has Database = has Confidence = -- IGNORED

Capgemini – Next-Gen Testing Services

Vendor Analysis

by Dominique Raviart

published on Jan 24, 2019

Access to this report is restricted to logged in clients with access. Login to get full access

Report Overview:

Until 2016, Capgemini operated in the software testing space through its Global Service Line structure, which grouped and coordinated activities between several Capgemini strategic business units (Application Services One and Application Services Two, Financial Services, and Sogeti).

Under the new structure, Capgemini has moved away from a relatively centrally managed service line to a more SBU-centric approach. With this approach, it acknowledges that organizational demand for large managed testing services contracts has lessened recently, and has shifted to smaller, digital-centric contracts that require more onshore reactivity to respond to bids and other market opportunities. Capgemini also expects SBUs to be in a better position to conduct personnel reskilling locally, than a more centralized structure would have been.

Nevertheless, Capgemini wants to maintain a high level of coordination across its different software testing units, and in 2016 created its Unified Technology Office (UTO). UTO is a center of expertise which has responsibility for:

  • Harmonizing technologies, methodologies, best practices and partnerships with testing ISVs, across the different SBUs of Capgemini Group
  • Setting up TCoEs: both vertical ones (telecom, media and entertainment, financial services, energy and utilities, public sector, automotive, healthcare and life sciences, and high-tech) and technology ones (process, automation, performance engineering, specialized services, digital, and agile/DevOps)
  • Accelerator and platform creation and creating an ecosystem with Silicon Valley-based startups
  • Co-leadership on personnel reskilling with SBUs
  • Marketing
  • Partnership relationships.

UTO is an important element of Capgemini Group's testing activities. It has ~200 dedicated personnel and a budget which is 2% to 2.5% of Capgemini's testing revenues (~€25m). Capgemini's testing activities involve ~19.5k career testers (this does not include 14.5k application engineers with testing capabilities). It has 500 testing clients including ~75 managed testing services clients.

Who is this Report for:

NelsonHall’s Software Testing Vendor Assessment for Capgemini is a comprehensive assessment of Capgemini’s next-gen testing service offerings and capabilities designed for:

  • Sourcing managers monitoring the capabilities of existing suppliers of IT services and identifying vendor suitability for software testing services
  • Vendor marketing, sales and business managers looking to benchmark themselves against their peers
  • Financial analysts and investors specializing in the software testing sector.

Scope of this Report:

The report provides a comprehensive and objective analysis of Capgemini’s next-gen testing service offerings, capabilities, and market and financial strength, including:

  • Analysis of the company’s offerings and key service components
  • Revenue estimates
  • Identification of the company’s strategy, emphasis and new developments
  • Analysis of the profile of the company’s customer base including the company’s targeting strategy and examples of current contracts
  • Analysis of the company’s strengths, weaknesses and outlook.

Key Findings & Highlights:

Until 2016, Capgemini operated in the software testing space through its Global Service Line structure, which grouped and coordinated activities between several Capgemini strategic business units (Application Services One and Application Services Two, Financial Services, and Sogeti).

Under the new structure, Capgemini has moved away from a relatively centrally managed service line to a more SBU-centric approach. With this approach, it acknowledges that organizational demand for large managed testing services contracts has lessened recently, and has shifted to smaller, digital-centric contracts that require more onshore reactivity to respond to bids and other market opportunities. Capgemini also expects SBUs to be in a better position to conduct personnel reskilling locally, than a more centralized structure would have been.

Nevertheless, Capgemini wants to maintain a high level of coordination across its different software testing units, and in 2016 created its Unified Technology Office (UTO). UTO is a center of expertise which has responsibility for:

  • Harmonizing technologies, methodologies, best practices and partnerships with testing ISVs, across the different SBUs of Capgemini Group
  • Setting up TCoEs: both vertical ones (telecom, media and entertainment, financial services, energy and utilities, public sector, automotive, healthcare and life sciences, and high-tech) and technology ones (process, automation, performance engineering, specialized services, digital, and agile/DevOps)
  • Accelerator and platform creation and creating an ecosystem with Silicon Valley-based startups
  • Co-leadership on personnel reskilling with SBUs
  • Marketing
  • Partnership relationships.

UTO is an important element of Capgemini Group's testing activities. It has ~200 dedicated personnel and a budget which is 2% to 2.5% of Capgemini's testing revenues (~€25m). Capgemini's testing activities involve ~19.5k career testers (this does not include 14.5k application engineers with testing capabilities). It has 500 testing clients including ~75 managed testing services clients.

Table of contents:

Table of contents:

  • Background
  • Revenue Summary
  • Key Offerings
  • Mobile testing
  • Access to devices
  • Services
  • Mobile testing framework and other accelerators
  • Client examples
  • UX testing
  • Accessibility Testing 
  • DigiAssure
  • UX testing clients
  • 1. AI and testing
  • 2. RPA and testing
  • 3. Blockchain and testing
  • 1. Delivery Capability and Partnerships
  • 1. Delivery
  • 2. Service Industrialization
  • 1. Target Markets
  • 1. Overall
  • 2. Client examples
  • A large CPG firm
  • 1. Strategy
  • 2. Strengths and Challenges
  • 1. Strengths
  • 2. Challenges
  • 1. Outlook

Login to get full access:

close