Home > Companies > Thought Leaders > Q&A with Bibhakar Pandey, Vice President & Leader of Customer Experience, Marketing Services at Capgemini

Q&A with Bibhakar Pandey, Vice President & Leader of Customer Experience, Marketing Services at Capgemini

Bibhakar Pandey, Vice President & Leader of Customer Experience, Marketing Services at Capgemini, is a dynamic leader with more than 25 years of industry experience leading global, multi-cultural experience teams across North America, Europe, and APAC. Bibhakar has built a career on achieving year-on-year success in driving business-growth objectives and empowering organizations to address challenging business needs through the application of cloud, mobile, content, commerce, analytics, and social technologies. He has built teams with lean and agile cultures and employed new and emerging digital technologies. He has been an enterprising leader, mentor, and coach, driving continuous performance excellence within his team. He has successfully incubated and scaled businesses including marketing services and interactive and digital engineering.

Clients are going to expect a lot of personalization in their businesses; consumers are going to expect the same. To avoid data silos, having an emphasis on driving real-time information from customer data and sources is really core for any company to become digitally native.



MEDIA 7: You come with an extensive professional journey of 25 years, would you like to take us through it?
BIBHAKAR PANDEY: It's been a very exciting, fulfilling, and rewarding journey for me so far. Ever since I started my career as a developer, my focus has been on building and delivering multi-technology solutions. I have always enjoyed driving CX transformation projects, especially when it comes to marketing, sales, service, e-commerce, and the employee experience. However above all else, I most enjoy coaching and mentoring young talent and seeing them flourish as future leaders. So, all in all, it's been a rewarding experience.


M7: How is Capgemini bridging the gap between business, technology and operations to help your clients become digital natives?
BP: At Capgemini, we encourage our clients to look beyond technology. We want them to be technology agnostic and try to solve the business problem or address the opportunities that they are really driving into the market. So, it’s not one silver bullet or technology that can solve the problem for them but it is a combination of technologies that come together to solve the business problem. As customer experience becomes core to any business and transformation project, especially in this pandemic and the post-pandemic world, it is increasingly important for clients to re-look at their customer data and glean meaningful information. Clients are going to expect a lot of personalization in their businesses; consumers are going to expect the same. To avoid data silos, having an emphasis on driving real-time information from customer data and sources is really core for any company to become digitally native.


M7: Speaking of COVID-19, how has the pandemic changed the way you do business at Capgemini?
BP: The pandemic has only accelerated the digital transformation journey that would have happened over the next ten years. Especially in the customer experience world, if you look at some of the analyst data and research that has been done; in the US, 40% of the adults who are shopping online actually don’t feel compelled to go to the stores. In fact, one-third of them actually feel like there’s no need for them to go to the store because they don’t feel these stores have anything extra to offer. What is actually happening is that the wall between the physical and digital is actually blurring a lot and which is then driving behavioural shifts.

Consumers’ attention spans are very limited on digital channels, so that’s all the more important that the right information goes to the consumer at the right time across the engagement lifecycle, not just when they’re exploring in a commerce channel. I keep going back to data and customers; that is playing a huge role in the business to drive a lot more personalized engagement through different channels. Whether you’re on your mobile, laptop, or a kiosk, the clients want to see a seamless engagement across these channels; the problem is the data sits in their respective siloes of the channel, so it’s not that simple to provide that seamless experience. That’s where businesses need to invest and drive a seamless customer experience across their engagement lifecycle.


Consumers’ attention spans are very limited on digital channels, so that’s all the more important that the right information goes to the consumer at the right time across the engagement lifecycle, not just when they’re exploring in a commerce channel.



M7: Speaking of how customers are shifting towards e-commerce, how do you ensure that they get rewarded with the best customer experience?
BP: First of all, you need to rely on contextual customer insights; it’s really important that each business understands their customers’ history and real-time behaviour. Then, you need to enhance your automation and AI capabilities because these are becoming real-time investments across channels. In that sense, AI is going to play a key role in determining real-time personalized content to help drive product information to engage the customers and cater to them during this journey. At Capgemini, we are doing this with multiple partners; there are a lot of niche players, but we also have strategic investments with large platforms that can build a complete unified experience; we are trying to bridge the gap in their solutions through our overlay of business solutions and accelerators to help the client realize the maximum value through these implementations.


M7: As a business leader how are you preparing for an AI-centric world?
BP: Organizations need to keep pace with the technology because AI, ML, AR, VR and other immersive technologies are becoming more popular. Capgemini is working on a customer experience foundry to meet those expectations and tests new technology for our clients. It’s also important to be engaged with the teams on the ground. I have a lot of senior architects and developers who are on client sites leveraging different types of AI-powered technologies. Our teams have been forthcoming in sharing these thoughts which have helped us a lot.


M7: Has there been any problems regarding working from home? How do you keep yourself and your team motivated in these difficult times?
BP: At Capgemini, we have really helped our employees to be independent and become self-reliant in these remote environments. We do our team celebrations virtually; happy hours that enable our team to be consistently motivated. We do what we used to do as reward and recognition, in fact, this has also helped us in a way that you don’t really have to travel somewhere to meet a person. You can actually meet your team and do more one-on-one with your team on a much more regular basis. We are adapting to remote work culture, and most of the work we used to do in the CX space was in a remote delivery model. So that part is not going to change, in my opinion. I think what will change post-pandemic is we will get a lot more hybrid ecosystems up and running successfully.


I encourage people to be an expert in their domain and take time to learn and understand what these technologies can do in the context of journey orchestration across domains. This is only going to become more important and relevant over the next few years.



M7: What do you read and how do you manage to stay at the top of your game?
BP: I enjoy reading a lot of analyst reports. Especially when it comes to CX transformation, Forrester has invested a lot in doing the research and figuring out what the future is going to look like. So obviously I am very passionate about learning as much as I can about the CX space. I also read a lot of nonfiction books. I am a big fan of Geoffrey Moore, especially one of the books he wrote called Dealing with Darwin. It’s important to remember that as human beings, as companies, as organizations we are going to continuously morph ourselves to meet new challenges.


M7: What is your advice is to the people who are looking to start a career in STEM?
BP: We are going through a massive shift right now, and it’s redefining the way people are going to live now and into the next generation. How you live, engage, interact, and study – all of these things are getting redefined right now and that redefinition is going to continue for the next few years. So, a lot of things are going to keep on changing and technology is going to be a core driver of these changes. I tell people to be patient, be nimble, and be agile, and never stop learning new things.


M7: Anything else you’d like to discuss about?
BP: I am really passionate about developing our STEM workforce as there is so much constant change. For example, new-age software is being built that won’t require a lot of implementation time; it's built on a cloud-native architecture. I encourage people to be an expert in their domain and take time to learn and understand what these technologies can do in the context of journey orchestration across domains. This is only going to become more important and relevant over the next few years.

ABOUT CAPGEMINI

Capgemini is a global leader in partnering with companies to transform and manage their business by harnessing the power of technology. The Group is guided every day by its purpose of unleashing human energy through technology for an inclusive and sustainable future. It is a responsible and diverse organization of 270,000 team members in nearly 50 countries. With its strong 50 year heritage and deep industry expertise, Capgemini is trusted by its clients to address the entire breadth of their business needs, from strategy and design to operations, fueled by the fast-evolving and innovative world of cloud, data, AI, connectivity, software, digital engineering and platforms. The Group reported in 2020 global revenues of €16 billion.

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