CHIEF CHALLENGES

Making
Connectivity
Matter
Future-proofing intelligent products and services

Published by frog,
frog part of Capgemini Invent
 INTRODUCTION

03 The Promise of a
Connected World
4 PILLARS

07 Interlocking Strategies
08 Focus: Find the right path
13 Design: Aim for iconic
17 Innovate: Make it possible
22 Impact: Deliver at scale

CONCLUSION

25 Meeting New Standards

Key Takeaways

Find opportunity in our Fuel intelligent insights with Push boundaries with
sustainable future. Gain access to new data. Use a value convergent collaboration.
competitive advantage by exchange with customers to Achieve bold impact by fusing
investing in sustainable product gather quality first-party data desirability, viability, feasibility
strategy, approach and expertise. and feed AI. and sustainability.

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The Promise of a
Connected World

It’s been nearly a quarter of a century since the in valuable insights that illuminate user behavior and
term “the Internet of Things” (IoT) was coined. Since inform future strategy, unlocking new business models
then, we’ve seen a proliferation of products that and revenue streams. From a planetary perspective,
can connect and exchange data via communications connected products and services promise to be a
networks. Smart devices, powered by artificial crucial part of a sustainable future thanks to their ability
intelligence (AI) and machine learning, are starting to offer more efficient ways of operating.
to become table stakes. Connected products open Our planet is inherently connected. Vast
the way for organizations to offer intelligent services. underground mycorrhizal networks enable trees, fungi
Within the next five years, 88% of organizations and more to thrive in forests around the world.
will offer intelligent services. From mobility to Migratory birds in flight use thermal air currents to help
medicine and from personal care to production lines, them travel efficiently across continents. And the
more innovators are creating ecosystems containing Amazon rainforest plays a major role in both local and
products and services with intelligent capabilities. global climates due to the water it releases into the
Could we be moving towards a future where everything air and seas. As the climate crisis comes into clearer
will have connectivity embedded? focus, so too does the delicate balance of interwoven
From a consumer and end-user perspective, a natural systems. It’s equally apparent that our
Connected World means that intelligent devices and human creations need to become smarter and better
tools will increasingly help enhance our day-to-day lives. connected to ensure efficient, effective and more
From a business perspective, connected devices result informed routes forward.

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The rising bar
Against a backdrop of depleting,
Every new product and service requires resources finite resources and an urgent need
to be built and operated, therefore it’s important
to question whether they’re worth the significant and
for innovative solutions to tackle
growing resources they require. The bar to create the climate crisis, one thing is clear:
new products and services is rising with government
regulations and consumer expectations. Businesses
the days of gratuitous gadgetry
must consider the impact a product will have are numbered.
throughout and beyond its lifecycle. Against a
backdrop of depleting, finite resources and an urgent Connected products and services are becoming
need for innovative solutions to tackle the climate more complex to realize. This is because they
crisis, one thing is clear: the days of gratuitous require intricate choreography across vast arrays
gadgetry are numbered. of expertise that spans design, hardware, software,
data, platforms, business modeling and change
management. The result is they are increasingly
expensive and difficult to create. At the same time,
with the cost of borrowing on the rise, longer-range
moonshots are being reined in. Favor is given to

88% of
products that have a more direct and shorter path
to payback with a significant return on investment
(ROI) despite this increased complexity. One recent

organizations example of such a cancellation was Amazon’s

package delivery robot, Scout.
While the bar is rising on new connected
will offer intelligent services products and services, the potential payoff is rising
within the next five years too. Original equipment manufacturers (OEMs)
and value-added resellers (VARs) stand to benefit
from increased customer intimacy, competitive
differentiation and greater efficiency that will help
Capgemini Research Institute (2022) sustainability planning take shape. Nike has seen
massive annual growth of its direct-to-consumer sales
(15% as of June 2023) by focusing on the customer
As with any developing technology, the way experience enabled by data collected via mobile apps,
these powerful new devices are harnessed will be connected devices, web and retail, then delivering
key to their success. Faced with existential climate ever-more personalized experiences.
risks, businesses, governments and consumers alike
are rightly asking tough questions about the balance
of value brought by new goods and services, with a
particular focus on tackling the rising e-waste problem.

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Maximizing the benefits of connectivity means
designing for positive impact.

PEOPLE PLANET BUSINESS

• Expand utility • Reduce carbon footprint • Drive an ROI

• Elevate value • Minimize waste • Create differentiation &
• Improve experience • Enable longevity & defensibility
repairability • Boost growth & diversification

Moving up the value chain means pushing

beyond devices toward robust systems.

Stand-alone products Connected products Intelligent products Intelligent ecosystems

Offline/physical only Compute, connectivity & services & platforms
& software Services enabled by Synthesizing data across
connectivity sources for new utility

Get real in 2001: A Space Odyssey to next-generation operating

system, Samantha, in Her.
At this point, the true promise of a Connected A fully integrated and intelligent world has been
World may feel overhyped and overdue. Visions on the table for decades but has yet to materialize
of a digital utopia in which the internet saves us from in a truly innovative form. To deliver on the promise,
ourselves have been around for a long time. For business leaders and innovative thinkers must ask
many, the dream is for our touchpoints to be seamlessly themselves the following:
and intuitively responsive—avoiding duplication of
effort—with systems intuiting our needs and next steps • What tangible steps can we take to build the
and suggesting novel and useful avenues to explore. next generation of products and services that
As consumers, we get hints of this dream in smart home will change the world for the better?
innovations by the likes of Amazon and Google. But • How can we ensure that new offerings consider
truly smart and seamless systems created by humans both our business and our planet?
are mostly found in science fiction movies, from the • Can these new offerings be woven into a smart,
quick-learning abilities of the all-powerful HAL-9000 future-proofed ecosystem?

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Hear from our Connected
World experts.
Subscribe to the Design Mind frogcast on Apple
Podcasts, Spotify and anywhere you listen.

“We have an opportunity to “Each client is different—and each

augment and supercharge humans.” challenge is different.”
Chiara Diana Heather Brundage
Vice President, Chief Design Officer and Head Senior Director, Strategy and Innovation, Synapse
of frog Innovation Team, frog Product Development

“New products can benefit the “It goes back to transforming the
environment and the planet.” whole organization to react.”
Jeff Hebert Phil Vann
Global Head of Intelligent Products and Services Vice President, Intelligent Products and Services,
in Intelligent Industry, Capgemini Invent Capgemini Invent

“As an organization, we like to

challenge preconceptions.”
Richard Traherne
Global Head of Next Frontiers, Capgemini Invent

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 To clear the rising bar, success lies in four
interlocking strategies:

s Focus Focus Fo
Design Design D
ovate Innovate In
act Impact Impa
 1
Focus

Image: Our collaboration with

Purina’s Petivity is helping
consumers to be better pet
parents thanks to actionable
and personalized insights.

Find the right path trends and an ability to anticipate the technologies
of tomorrow. This process encompasses getting
ready for growth in new areas, identifying the best
There’s a lot of complexity to take on when creating use of time and resources and finally achieving the
new products and services. It can be hard to know necessary alignment to initiate action. And at the
where to begin—let alone identify the opportunity to core, instilling a deep commitment to sustainability
focus on. In a 2022 study by Capgemini only 7% of by design from day one.
organizations surveyed had scaled use cases for
intelligent products and services. This means that
many organizations have yet to prepare for what’s Get ready to demystify the initial
next in the Connected World. It also means that
those who are already active in the space have a strong
stage in order to take the first
head start. systematic and deterministic steps
Doing the work of defining a winning vision,
business case and realization strategy in the face
that inspire confidence to take big,
of complexity takes an awareness of the ongoing bold steps.

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Identifying triggers for change Unlocking new value

There are many signals that it’s a good time to begin The Connected World promises many benefits.
the journey into connected products and services. Take the example of the smart thermostat: figures
Here are the four most common triggers. show that, on average, the Nest smart thermostat
saves U.S. customers about 10-12% on their heating
1. Lack of data: The company does not have direct bills and about 15% on their cooling bills while
access to customer data and/or lacks broader automatically keeping their homes comfortable.
services and revenue streams from such data, In addition to offering improved efficiency and
including with third-party partners. effectiveness, adding connectivity to products and
2. Declining relevance: The organization, business services can lead to greater levels of insight to
or product has begun to lose relevance and is in help direct future business strategies, more intimate
need of an uplift, seeing a reduction in purchasing customer relationships and new ways to connect
volume, use and engagement. with customers, consumers, patients and operators.
3. Competitive disruption: There’s a need In companies with more traditional products,
to create a competitive advantage against such as sporting goods, clothing or pet food, there’s
disruptive new entrants. potential to add services, such as performance or
4. Demand for efficiency: Leaders are seeking the wellbeing, around them. These services can leverage
realization of a credible, effective sustainability expertise that is typically held inside the business
strategy and want to enable more efficiency and for R&D—and use it to deliver much more valuable
intelligence in business operations. services and experiences directly to customers.

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Companies making a transition state—investing in the teams and structures needed

from traditional products and to enable these areas while outsourcing and triaging
the rest.
services can struggle with the new It’s important to get comfortable with messy.

paradigms associated with service During the transition it won’t all be perfectly clear and
tied up with a bow. However, taking the steps of
delivery and revenue. Only 7% ensuring there is a clear business goal, plan and an

of organizations surveyed had understanding of what's involved is key. So, get ready
to demystify the initial stage in order to take the first
scaled use cases for intelligent systematic and deterministic steps that inspire to the

products and services. confidence to take big, bold steps.

–Capgemini Research Institute (2022)

Getting past the sticking points

Developing effective breakthroughs in this space

can be tough. There are various stages where
organizations typically get stuck. While it seems
fundamental, many companies struggle to identify
or articulate the user value and business case that
will underpin their success—they jump to piloting or
become too enamored with a specific technology. It’s
crucial to take the time to identify a significant enough
customer need and see a strong enough potential
ROI that can survive the inevitable twists and turns
of new development.
Companies making a transition from traditional
products and services can struggle with the new
paradigms associated with service delivery and revenue.
It’s also common to grapple with the confluence of
new disciplines that must be brought in to implement
successfully. This can include being unsure of what
to hire internally, what to outsource and how to get
disparate teams collaborating. On top of that is the
associated organizational and supply chain impacts
of any incoming change. To break through these
sticking points, companies need to sharpen what is,
and will become, core to the business in its future

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CLIENT STORY

Purina is a trusted pet care brand with 120 years of

experience supporting pets and the people caring for
them. They had a vision to share their deep expertise
in pet health and behavior directly with consumers
to give pets the best life possible.

Working closely with Purina, we supported the

creation of the Petivity Smart Litter Box Monitoring
System. In doing so we helped harness the power
of tech to enable pet parents to better understand and
care for their cats.

Read the full Purina story

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 Design Mind:
Studio Sessions

Studio Sessions is also available Bringing connected moments to life

as a podcast—listen now on
Apple Podcast and Spotify. How are insights enabling business transformation?
Is software eating the world? Learn how our partnership
with Purina answered the big questions and led to the
creation and launch of a connected product.

Watch video

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2 Design
Image: We delivered the product
experience, product design and brand
identity of the Red Dot Award-winning
MeMed Key.

Aim for iconic game-changing experiences for users is pivotal

to standing out in the crowd. Through a combination
of behavioral design, human-centered and planet-
We live in an incredible moment of transformation and centered approaches to technology, it’s possible to
acceleration. The way we interact with the world align tech potential with user value. It’s time to push
surrounding us is elevated by a completely new way the boundaries of the physical and digital domains
of understanding people, communities and their to help realize breakthrough value for customers,
context. This is enabled by new forms of sensing and stakeholders and businesses alike.
new kinds of data, as well as new ways of interpreting
data and delivering value. More connections are Finding the place of convergence
being made than ever before—as is the potential
for innovative leaders to draw insight on human A critical aspect of connected products and services
behaviors from those connections. The challenge is that customers must not only be willing to pay—they
is to translate this into designs that people enjoy must also be willing to provide their data. The higher
using and will pay for. the value provided to the customer, the easier it is to
83% of fast movers surveyed in the intelligent convince them to exchange their data in return.
products and services space said they realized the To deliver on the full potential of the Connected
benefit of improved customer experience. Creating World, the entire spectrum of design capabilities and

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disciplines must be mobilized. A convergent design understanding the environmental “hot spots” and
approach is crucial to accessing new sensing working to mitigate them before they ever become
capacities through physical products, as well a real problem.
activating the service design around the data that While there’s an environmental footprint to every
is captured or the layer of services that could be product and service, by increasing the overall efficiency
enabled with digital experiences. of a system, connected products and services can
Good design gives us the opportunity to augment drive a net positive impact. For example, a smart trash
and supercharge people across all aspects of their collection sensor saves much more than it costs
lives—whether private or professional, from customers the environment by optimizing the driving routes and
to clients, consumers and employees. To do so, we gasoline consumption of collection trucks.
must first level up on human comprehension. Truly
understanding people means going beyond the
known Google-able insights and digging deeper, using
tailored research and analysis. Equipped with
knowledge, you can explore the challenges faced:
shedding new light, finding unique angles and raising
new provocations. From there, it’s about making the
designs that anticipate and solve for untapped human
needs and wishes. And with connected products
and services, it’s possible to create a virtuous cycle of
customer insight, delivering increasingly personalized
and valuable experiences.

Human-centered to planet-centered

We as people do not exist in a vacuum and can

no longer think in terms of human needs alone.
Innovative thinking must incorporate the wellness
of the planet and its ecosystems to protect. It’s
vital to design for sustainability throughout every
step of an innovation journey across the lifecycle
of the product; from ensuring that products that
are designed using the right materials, as well as
optimizing resources and minimizing impact in
assembly, transportation, use and end of life. This
includes seeking more circular approaches to the way
in which the product exists in the world, considering
the entire realm of interactions with the product and
its service ecosystem. It’s critical to use this approach
concurrently and throughout the design process—

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CLIENT STORY

Med-tech company MeMed developed a

pioneering method of analyzing patients’ immune
responses, helping physicians prescribe
antibiotics more accurately and less frequently—
and tackling antimicrobial resistance resulting
from the overuse of antibiotics.

MeMed turned to frog to create a revolutionary

connected platform that could perform diagnostics at
the point of care in just 15 minutes. frog’s convergent
design approach and multidisciplinary team was key to
the success of this project and the holistic integration of
the platform’s product, service and digital experiences.

Read the full MeMed story

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The Shifting Value of
Connected Services >60%
REVENUE
18%

13%
40–60%
REVENUE
Companies
Reporting 12%
20–40%
Revenue REVENUE
(2022)

9% 10–20% 23%
REVENUE
5%
4%
7%
<10% 23%
REVENUE
10%

6%
5%

Companies
0% REVENUE Projecting
58% Revenue
(2025)

A 2022 survey of 900 companies showed that very

7% UNDISCLOSED/UNKNOWN few are currently earning revenue from connectivity.
Yet by 2025, projected revenue shifts dramatically,
moving more and more business toward generating
revenue from connected products and services.
Capgemini Research Institute (2022)

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 3
Innovate

Image: Our collaboration with Cutsforth

resulted in game-changing predictive
maintenance services and a new era of
operational excellence.

Make it possible Established tools and approaches, including

prototyping and testing, give the ability to efficiently
de-risk and make confident predictions of outcomes
At its core, innovation is a route to enabling previously when in new territory. When surveyed, 48% of
impossible value—whether that’s sensing hard- fast movers said they’re stuck at the pilot or proof
to-get data, interacting with users in seamless ways, of concept (PoC) stage.
delivering insights or even changing the physical Sometimes this means facing challenges in
world itself. To work with the art of the possible means achieving the feasibility of new innovations. Other
opening up to look at the world through fresh eyes. times, getting stuck means overcoming real-world
A prime part of moving forward is exploring perceived interactions with customers or stress-testing new
limitations, sometimes requiring an exploration of business models. Companies are most likely to be
first principles and scientific fundamentals. The end successful when they create interim milestones
goal? Innovation that breaks through constraints and smaller steps along the way, with a willingness
to challenge the status quo. to build and expand over time.

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48% of fast movers said they’re fundamentally different, it’s a process that includes

stuck at the pilot or proof of focusing on the biggest risks and aggressively
reducing those risks early and iterating.
concept stage. An easy trap to fall into is innovating for
innovation’s sake. For many, intellectual property,
—Capgemini Research Institute (2022) and exploring what’s hot and new, is exciting.
But building new connected products and services,
even from existing technologies, is already a
Innovate only where it matters complex undertaking on its own. To avoid excessive
complexity, it’s critical to identify where innovation
Innovation engineering is essentially the building really matters—for the experience, business
of something that’s never been built before. In model or competitive advantage—and triage the
many cases there’s no way to be sure upfront that rest. One clear place innovation may be needed
something can be done. Riskier than repeating is custom sensor development to capture data that
known engineering since the steps involved are is otherwise inaccessible. Another may be in the

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algorithms and AI needed to generate insights With such rapid advancements in AI putting
from data. increasingly powerful models within our reach, it is
critical to understand the need for good data—that
Where data meets value which is extensive, clean and known in terms of
its ground truth. For many AI-based products and
Data itself is not valuable. It’s what is done with services, the work needed to collect good data is
that data that brings value. To bring that into focus, much more involved than the AI development itself.
the connected product and service needs to be With this context, it becomes increasingly clear that
architected at the ecosystem level. It’s important ownership of such data, including through ongoing
to reflect on the solution holistically, before collection by a living system and especially when then
determining the details. Once the overarching linked with a company’s internal know-how to deliver
structure can be envisioned, working down into insights, can be a real trove of value in this age of AI.
the details is more likely to lead to successful
results. For example, the Amazon Alexa team
knew they needed the product to respond quickly
To avoid excessive complexity,
and reliably to “wake words” (the spoken words it’s critical to identify where
that trigger voice recognition) without too much
bandwidth cost. Setting the user experience and
innovation really matters—for
business model parameters forced the team to the experience, business model
find the most elegant solution, tiering algorithms
with some functionality on the device and some
or competitive advantage—and
in the cloud. triage the rest.

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CLIENT STORY

Cutsforth

We worked with Cutsforth to

make their ambitious vision a
reality, helping them expand their
services to offer cutting-edge Cutsforth are a leading provider of aftermarket brush
holders for generators and exciters, serving some
predictive maintenance solutions. of the world’s largest power companies. We assembled
a global team of experienced disruption experts.
With diverse backgrounds spanning business strategy,
experience and design, sensing and wireless
engineering and data analytics, our global team
delivered a comprehensive solution: a new industrial
sensor and dense wireless data collection platform
enabling valuable insights.

Read the full Cutsforth story

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The Sustainable
Design Continuum
900 organizations were asked:
“Have you made sustainability a key component
of your product design processes?”

IDLE EMERGING TRAILBLAZERS

64% 22%

"WE HAVE “WE'LL START “WE'LL START “WE'VE STARTED “WE'VE DONE
NO PLANS" AFTER 2 YEARS” IN THE NEXT IN THE PAST THIS FOR
2 YEARS” 2 YEARS” 2+ YEARS”

14% 27% 37% 17% 5%

Capgemini Research Institute (2022)

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 4
Impact

Image: We bolstered Volvo

Group’s intelligent capabilities
with a cloud data platform,
paving the way for elevated
customer experiences.

Deliver at scale to keep the product relevant for longer, this also
supports the monetization of product and service
ecosystems extending far into the future.
When surveyed, 77% of fast movers in the connected
products and services space said they experienced On platforms and partnerships
improvements to their product performance
and/or usage. Charting the path to impact involves There’s a lot of hype currently around the power of
navigating multiple aspects concurrently. It’s a case platforms and partnerships, and it’s not without just
of ensuring foundations are scalable, operationalizing cause. That’s because connected products and
change and therefore mastering complexity and services can provide even more utility when extended
unlocking ecosystem value. all the way through to enabling and operating as
To realize positive impact and ROI, connected a platform—combining sources of data from across
products and services must be built and deployed a company’s products and services as well as those
securely, reliably and sustainably. All work must of partners, and delivering synthesized insights and
be underpinned by a commitment to structures that actions. There’s a lot of value in doing so, because
can be scaled globally, rapidly, with ease—for today, consumers want the seamless user experiences that
tomorrow and beyond. This means creating with the come from integrated systems. For example, a
potential for evolution built in. In addition to helping fridge that knows it’s almost out of milk is useful,

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but a fridge that is linked to a grocery delivery to partner or license from somebody else. It’s
service so it never runs out is a different level important to ask, “can I be the ultimate provider of
of value altogether. insights and actions to my customers or am I being
pushed down in the stack?” A battle has emerged

All work must be underpinned between the aggregators and the ecosystems that
exist already, and those that innovative, forward-
by a commitment to structures thinking device manufacturers themselves want

that can be scaled globally, rapidly, to achieve.

with ease—for today, tomorrow Enlivening products

and beyond. The Connected World is alive with possibility. The

launch of a connected product is just the beginning
Likewise, partnerships are on the rise for their
of the journey. Because there’s the opportunity to
ability to extend reach and share resources. There’s
add new features and services over time, it’s helpful
an ongoing consideration within the OEM community
to think in terms of “living products.” That’s where
on what they choose to build and what they choose
servitization comes in. Another hot topic in the world
of products and services, servitization comes with
many acronyms such as SaaS (Software as a Service)
and MaaS (Mobility as a Service). But essentially
servitization is about moving beyond one-off sales to
instead sell “outcome as a service.” In entertainment,
think of the move from buying DVDs, to renting
them, to subscribing to the SaaS company, Netflix.
In mobility, e-scooters from the likes of Voi, Bird and
Lime that can be rented with an app in cities around
the world are examples of MaaS in action.
These additions can lead to enhanced
experiences for end users as well as enabling the
activation of new business opportunities and new
services added over time. By doing so, businesses
can build up incremental and unconventional
revenue streams. However, realizing these benefits
means designing and engineering them in at the right
time in development: once unconstrained early
iteration has identified a viable path forward, but
before setting an architecture in stone that is not
scalable. This decision typically must be made before
the first committed revenue stream has emerged.
That’s where a bold vision is needed.

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CLIENT STORY

Volvo

We supported the enhancement

of Volvo Group’s data capabilities,
helping to propel revenue, improve
the customer experience and The Volvo Group is a global leader in the development
of electric and autonomous mobility solutions such
provide intelligent new offerings. as integrated fleet management, e-truck charging
optimization, reduced energy consumption and an
enhanced path to decarbonization. We created a Volvo
cloud data platform, forming the necessary
technological foundation to pave the way for their
servitization goal.

Read the full Volvo story

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Meeting New
Standards
Find the opportunity in our sustainable future Fuel intelligent insights with direct access
to new data
The planet is changing, and it’s up to today’s innovative
leaders and organizations to evolve our human built We are firmly in the age of AI, seeing the potential
world—or risk obsolescence. With the bar to creating to deliver valuable insights and services for customers
new products and services rising, we must ask based on data. A key enabler of this future is the
ourselves the big questions, going beyond revenue collection of novel, first-party data through connected
and into bold visions for the direction of our sensors and human-machine interfaces. By exploring
organizations. This means looking holistically for ways the value of creating connected products and
to transform business strategy itself: reducing services, businesses must hold their creations to
overall resource use and impact while delivering new standards and find a balanced exchange of value
ever-more value for customers. This includes with their customers for the data needed to support
bearing in mind the inherent cost each product even more powerful service ecosystems.
and service has to the planet and questioning
the appropriateness of building at all. Push for transformation

The shift from traditional products and services

requires new teams, structures and ways of operating.
While daunting, this is a journey that must be taken
While daunting, this is a to maintain relevance and drive results in a rapidly

journey that must be taken to changing, highly competitive landscape. With an

approach that considers desirability, viability,
maintain relevance and drive feasibility and sustainability at each step of the way,

results in a rapidly changing, bold companies can clear the rising bar, crafting
breakthrough connected products and services
highly competitive landscape. that bring huge value for customers.

frog.co CHALLENGE 06 | MAKING CONNECTIVITY MATTER 25

Your partner of choice

We draw on the breadth and depth of the Capgemini

Invent group—including frog, Synapse Product
Development and Cambridge Consultants. We are the
partner of choice to craft these products of the
future with our concurrent, collaborative approach.
With our innovative Connected World capabilities,
we bring to life connected moments, working with
ambitious leaders to conceive, develop and scale
intelligent ecosystems of brand, product and service.
Together we enable exceptional experiences, new
business paradigms and elevated operations, while
delivering both greater sustainability and
breakthrough growth.

Realize your connected vision, from vision

to impact:

ENABLED BY TECHNOLOGY
Innovate to reach new levels of performance and stand
apart from the competition

FUELED BY DATA
Capture and utilize new categories of data that can
supercharge your business

PERSONALIZED THROUGH INSIGHT

Take customer engagement and operational efficiency
to the next level by acting on novel insights

DIFFERENTIATED BY DESIGN
Envision, craft and manifest products and services
that people fall in love with

Ready to make bolder choices, form stronger

teams and build better products and services?
Get in touch to learn more.

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Featuring conversations with—

Jeff Hebert Richard Traherne Chiara Diana

Global Head of Intelligent Products Global Head of Next Frontiers, Vice President, Chief Design
and Services in Intelligent Industry, Capgemini Invent Officer and Head of frog Innovation
Capgemini Invent Team, frog

Heather Brundage Phil Vann

Senior Director, Strategy and Vice President, Intelligent Products
Innovation, Synapse Product and Services, Capgemini Invent
Development

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Stay tuned.
Discover more episodes in
the Chief Challenges series.

Editorial Web Design Promotion

TODD TAYLOR LUIS ESPINOSA CARLOS FONT LEÓN ROMAIN DAVID PIGANEAU
Executive Marketing Product Manager, frog Art Director, frog Associate Marketing
Director, frog Director, frog
Senior Director, Brand PAULINA ZEPADA ARNON KARNKAENG
Portfolio, Capgemini Invent Implementation Specialist, frog Marketing Designer, frog LORENZO LASAGNA
Social Media Manager, frog
ELIZABETH WOOD, ADRIANA GARCIA REGINA VARGAS ACOSTA
Editorial Director, frog Implementation Specialist, frog Marketing Designer, frog This report was informed
ESTEFANÍA LATOFSKI by insights and data from
CAMILLA BROWN Production Capgemini Research
Senior Copyeditor, frog Visual Designer, frog
Institute’s report ‘Intelligent
LAVERNE HEDGEPETH VICTOR TAKESHI JULIANA ESCOBAR Products and Services,’ 2022.
North America Editorial Design Technologist II, frog Marketing Program
Manager, frog Manager, frog

MARIANA GALLARDO
Senior Knowledge
Manager, frog

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