Following CGI's 2025 Industry Analyst Summit, a closer look at why and how the company could take a bolder approach to its market presence.
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"It's notoriously difficult for a large systems integrator to develop a differentiated value proposition," I said, posing the final question at CGI's recent Industry Analyst Summit. "How would you answer succinctly, why CGI?"
The responses were telling. François Boulanger, CGI's CEO, immediately cited the company's client-centric proximity model: "The client is always in the middle of everything we do." Meanwhile, Julie Godin, Executive Chair, highlighted employee satisfaction in client service: "Our people love working with clients, love to serve, and they do deliver."
Both answers were sincere and heartfelt, but generic. This reflects a challenge for CGI at the corporate level: while CGI excels at delivering complex projects and services, it struggles to articulate this as a differentiator.
Behind CGI's modest corporate messaging lies a company that has quietly mastered something its competitors struggle with—managing complexity profitably at scale. From processing 2.5 billion smart metering transactions monthly to building over 4,000 custom GPT models, CGI's systematic approach to complexity spans everything from delivering NATO's first widely-used AI tool to managing $2 trillion in daily banking transactions.
Our detailed examination of CGI's summit presentations uncovers how a combination of ingredients, including the company's Management Foundation, "Client Zero" strategy, and 87% employee ownership model, create a competitive advantage that's hiding in plain sight. We explore why CGI's cross-industry technology transfer capabilities and proven track record of complex delivery could position it to own the complexity narrative—if it finds the confidence to claim it.
Read the full analysis – CGI’s complexity conundrum: all the right ingredients, hidden in plain sight - behind the paywall for the complete breakdown of CGI's competitive positioning and market opportunity. If you are not yet a subscriber – or are unsure if your organisation has a corporate subscription – please contact Belinda Tewson to find out how to access this latest analysis and more besides.
Posted by Georgina O'Toole at '09:26'
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