In her early years as a consultant, Chell Smith never laid out a career path that would lead to the CEO position for North America at $7 billion Capgemini. When contemplating her next career step, she simply asked herself three questions: "Is this work I like doing? Do I like the people I'm working with? Can I make an impact?"
So far, Smith's intuition has proven strikingly accurate as she becomes the first woman to hold the top North American Capgemini post — a fact Smith takes in stride.
"This industry is about talent, not gender," Smith explains. "If we can get the right talent, I don't care if they're polka-dotted. I've never felt discriminated against."
Smith, 49, joined consulting firm Arthur Young in 1989 and swiftly moved through the ranks while gaining influence with clients and coworkers. She first served as a project manager for clients in consumer products, retail and distribution, telecommunications, and financial services. Later, she helped launch the Ernst & Young Women's Leadership program.
After Ernst & Young Consulting merged with Cap Gemini in 2000, Smith took on global positions that included head of global delivery centers, head of technology services, and, most recently, head of global operations. Her success and rapport with clients and staff caught the attention of CEO Paul Hermelin, who in April 2004 named her chief executive officer for North America.
"I've learned a lot about management by charm," Smith says. "It really is a matter of spending the time and communicating with people openly, clearly, and consistently in a way that's logical and understandable — being able to paint a picture of where we're going, and to help them understand how to address things that are slowing us down. Ultimately it comes down to communication and credibility."
Today, Smith's priorities have shifted from analyzing market trends to re-engaging Capgemini's staff.
"Attrition is starting to rise," Smith says. "It's running around 23 percent for us. That's just too high." Though Capgemini dealt with higher attrition during the dot-com craze, this time employees are leaving consulting for positions in industry.
"They don't see the upside. The rapid career advancement that occurred when growth rates were huge is gone. Work/life balance, travel — it becomes a difficult career path to sustain for people. Our big challenge is working on redefining the ROI model for this kind of career."
But Smith remains undaunted by this latest challenge. "I've taken some jobs that people would consider risky — like this one," she says. "By focusing on doing the best I can do with the job I've got, I find that opportunities present themselves." — S.C.
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