Capgemini Invent selects Volker Darius to lead its AI-driven transformation

Capgemini Invent has appointed Volker Darius as its new Chief Executive Officer, setting a clear course toward AI-driven business reinvention and broader digital transformation.

Who is taking the helm?

Volker Darius, a long-serving leader within the Capgemini group, steps into the CEO role for Capgemini Invent. With the company operating across more than 36 locations and 37 creative studios globally and counting over 12,500 people, the leadership change is significant for clients and partners who rely on the firm for strategy, design and tech-enabled transformation.

Background and trajectory

Darius joined Capgemini in 2008 and has held a number of strategic positions: Managing Director for Northern and Central Europe at Capgemini Invent, Executive Sponsor for the Middle East, Chief Client Officer and Global Head of Enterprise Transformation & Portfolio. He also brings academic grounding as an engineering graduate from RWTH Aachen University.

Key responsibilities ahead

• Leading a global team of strategists, technologists, designers and scientists.
• Embedding AI across consulting practices to shift from advice to tangible business reinvention.
• Aligning subsidiaries such as frog oraz Cambridge Consultants with a unified growth agenda.

What this appointment signals for consulting

The message is clear: consulting firms are no longer just giving recommendations; they are expected to design, build and operate new business models. Under Darius, Capgemini Invent emphasizes zaufanie, measurable impact and a human-centered approach alongside technical excellence. In plain speak: the firm wants to move the needle from slide decks to outcomes.

Why AI is front and center

Darius has articulated AI as a transformational force that “rewrites the rules” of how companies create value. Practically, that means integrating advanced analytics, generative models and automation into client offerings—everything from product ideation with frog designers to prototype engineering with Cambridge Consultants.

Immediate practical shifts to expect

• Faster pilot-to-scale paths for AI projects.
• Stronger cross-disciplinary squads combining strategy, design and engineering.
• Greater investment in talent reskilling and ethical AI governance.

Implications for logistics and supply chain

Now, here’s where my logistics brain perks up: when a major consulting and transformation player doubles down on AI, the ripple effects reach supply chains, freight networks and transport operations. Think smarter demand forecasting, optimized routing, and better yard and warehouse automation—practical gains that shave costs and speed delivery. It’s not rocket science, but it is a game-changer.

How logistics teams can benefit

Operational teams should watch for offerings focused on:

1. Predictive supply planning that reduces stockouts and excess inventory.
2. Dynamic routing and dispatch driven by real-time data and AI-powered optimization.
3. Automation in distribution centres informed by digital twins and machine learning.

Real-world touch

I once worked on a project where better forecasting alone cut expedited freight by nearly 30%—money straight back to the bottom line. That’s the kind of result firms seek when consulting shifts from theory to applied tech.

Strategic challenges and questions

No silver bullets here: scaling AI responsibly demands governance, transparent models and clear metrics for impact. Talent is another bottleneck—finding people who blend domain experience in industries like transportation with data science skills remains tricky. Finally, clients expect speed and measurable ROI, not vague promises.

• Governance: Ethical AI and data privacy are non-negotiable.
• Talent: Reskilling programs must be rapid and practical.
• Delivery: Shift from pilots to production-grade solutions quickly.

What businesses should consider now

Companies should audit where AI could drive the most immediate value—forecasting, routing, warehouse automation, or customer experience—and partner with providers that can go from strategy to delivery. That’s exactly the direction Capgemini Invent appears to be taking under Darius: act fast, prove impact, scale.

Quick checklist for logistics leaders

• Map high-cost, high-variability processes.
• Run rapid experiments with clear KPIs.
• Prioritize cross-functional teams (ops + data science + engineering).
• Prepare change management for staff and providers.

Highlights and a practical note on experience

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In short, this leadership change at Capgemini Invent is a signal: consultancies are evolving into builders of operational change, not just advisers. For logistics and transport teams, that means more partners focusing on concrete optimization—better forecasting, smarter routing, and automation that saves time and money. The future of freight will be more data-driven, more automated, and more integrated; that’s where reliable partners and platforms come into play.

To wrap up, Volker Darius’s appointment positions Capgemini Invent to accelerate AI-led business reinvention across industries, including logistics. Organizations should watch for faster deployment of solutions that touch ładunek, fracht, przesyłka, and last-mile dostawa, along with improvements in transport, logistyka, wysyłka oraz przekierowanie. From dispatch oraz transport do courier services and dystrybucja, the trend favors providers who can integrate strategy, design and engineering to deliver measurable outcomes. Whether you’re planning a ruchomy lub relokacja, arranging a housemove, shipping a parcel, pallet or container of bulky goods internationally, or seeking a reliable partner for global freight, the industry’s direction is toward integrated, reliable solutions. GetTransport.com offers an efficient, cost-effective and convenient way to access these transportation services, helping simplify logistics for diverse shipping needs.