Securing-Airbus-Business-Services-Excellence-A-Human-Centric-Change-Strategy-2.pptx

Securing Airbus Business Services Excellence: A Human-Centric Change Strategy

Accompanying a structural transformation in Finance & Procurement

Vanessa CORDIER - Senior Change Management Consultant

23th of February, 2026 Toulouse

CGI Business Consulting | Strategic Change Management Proposal

OUR AGENDA

• CGI’S presentation as your strong transformation partner
• Zoom on your current Change Project and need for support
• Our philosophy and approach at CBC
• Our concrete proposals for an end-to-end support
• Next steps proposal
• Your reactions and questions

CGI, WHO ARE WE ?

CGI is a global leader in IT services and business consulting, founded in 1976, with over 50 years of sustained growth and client trust. CGI’s origins are rooted in management and IT consulting — the name originally stands for Conseillers en Gestion et Informatique (“Management & IT Advisors”). Global Reach & Scale

• Headquarters: Montreal, Quebec, Canada 🇨🇦
• Employees: ~94,000 professionals worldwide
• Presence: ~40+ countries with 400+ offices
• Clients: ~5,500 end-to-end services clients globally 

• WHAT WE DO
CGI delivers integrated consulting and delivery services across:
• Business & Technology Consulting
• Organizational & Operating Model Transformation
• Business Process Services (including Finance & Procurement)
• Digital Modernization, Automation & Analytics
• Systems Integration & Managed Services 

• CGI at 50
In 2026, CGI celebrates 50 years of delivering transformative outcomes — a milestone that reflects deep client trust, consistent growth, and a resilient,

value-oriented business model.

-> CGI BUSINESS CONSULTING AS A STRONG TRANSFORMATION PARTNER In CGI, we are experts for transformation and change projects. CGI Business Consulting – Turning Strategy into Action CGI Business Consulting is the strategic advisory arm of CGI, combining business transformation expertise with deep technology integration capabilities. Our Positioning

• End-to-end transformation partner: from strategy to execution
• Strong integration between Business, IT, and Operations
• Pragmatic, delivery-oriented consulting
• Local presence with global reach


Key Strengths

• Expertise in large-scale operating model transformations
• Strong capabilities in Finance & Procurement transformation
• Change management embedded in digital and ERP programs
• Proven methodology combining business consulting & technology implementation
• Access to 90,000+ professionals worldwide


Industry & Client Footprint

• Aerospace & Defense / Manufacturing / Financial Services / Public Sector

-> Trusted by global organizations including major industrial groups and government entities across Europe and North America.

CBC : OUR VALUE PROPOSITION

1. Outcome-Driven Delivery: We do not just advise; we implement with measurable results.

2. Local Proximity, Global Scale: Embedded teams in key markets + best-fit global delivery.

3. Consulting + Technology: Seamless alignment between strategy, people, and digital execution.

4. Client Partnership Model: Long-term collaboration focused on tangible ROI. 


Why Clients Choose CGI

• Trusted by major global organizations across aerospace, manufacturing, financial services, and public sector
• Proven track record in large-scale transformations
• Strong expertise in Finance & Procurement optimization programs
• Ability to balance standardization, automation, and workforce engagement


WHY CHOOSING CGI FOR YOUR CURRENT CHANGE PROJECT ?

• Proven change methodology
• Deep experience in shared services & automation programs
• End-to-end delivery capability
• Ability to combine IT + Business + Change
• -> Ability to secure business continuity while transforming
• Strong local presence in Portugal to support the new entity
• Capacity to mobilize multidisciplinary teams quickly


-> CGI does not only design transformation.
-> CGI delivers it.

OUR AGENDA

• CGI’S presentation as your strong transformation partner
• Zoom on your current Change Project and need for support
• Our philosophy and approach at CBC
• Our concrete proposals for an end-to-end support
• Next steps proposal
• Your reactions and questions

YOUR CURRENT CHANGE PROJECT AND NEED FOR SUPPORT

Who ? : Airbus wants to create an Airbus entity fully dedicated to Business Services in Portugal, enabling to maintain full control, keep existing expertise and skills in-house and offer competitive advantages. What ?: The scope includes two functions: Procurement and Finance, responsible for executing transactional and added-value activities of the following departments: travel & expenses, accounts receivable, accounts payable, bank accounting and general procurement. What for ?: Your ambition is to deliver standardised and automated end-to-end processes within a competitive cost structure For when ? : by 2027. How ? : This project is following a series of changes in some Finance departments which led to merging some teams : 11 sites merged into 5 sites with associated social plan). What has already been done ? : a first presentation to all managers in Finance and Procurement, Which situation today ? Following this presentation, here are some verbatims which have been heard:

• “We thought we were done with the transformation and now we are impacted again.”
• “Our activities will move to Portugal, what will we do then?”
• “How will we motivate / engage our teams to hand over correctly?”
• “What’s in it for me as a manager?”
• “How will Procurement and Finance remain attractive for recruitment?”
• “Is it as usual, this will never come to light!”

One of the managers contacted the project leader to share that one of his team leaders is systematically challenging the project and spreading fear and resistance.

-> These statements reflect 4 underlying fears:

1. Job insecurity
2. Loss of control
3. Manager identity threat
4. Trust erosion

This is not operational resistance.
It is psychological resistance.

-> Therefore: Change management must go beyond communication.

Your Context & your Strategic Stakes

Project ambition:

• Create Airbus Business Services entity in Portugal
• Scope: Finance & Procurement
• Standardized & automated E2E processes by 2027
• Competitive cost structure

Contextual risk:

• Transformation fatigue
• 11 sites recently merged into 5
• Social plan already implemented

This is a high emotional-load transformation.

HERE WE ARE TO Build a Sustainable and Competitive Airbus Ecosystem Together

This transition isn't merely about operational efficiency—it's about honouring the expertise that built Airbus whilst creating opportunities for the next generation. Together, we will build a Business Services capability that reflects Airbus's values: excellence, innovation, and respect for people.

People at the Centre

Sustainable Growth

Operational Excellence

CGI stands ready to partner with Airbus on this transformational journey, bringing 40+ years of change management expertise and a proven track record in complex business services transitions.

OUR AGENDA

• CGI’S presentation as your strong transformation partner
• Zoom on your current Change Project and need for support
• Our philosophy and approach at CBC
• Our concrete proposals for an end-to-end support
• Next steps proposal
• Your reactions and questions

-> Our mission as Change Support :

Airbus is not launching a shared service center.
Airbus is redesigning its operating model. Success will not depend on process design.
It will depend on people adoption. We propose you to :

• Secure business continuity
• Maintain engagement
• Protect knowledge
• Enable long-term adoption


-> Our Change Management Philosophy at CGI

As your Change Leader, I will focus on:

1. Leadership ownership
2. Structured methodology
3. Risk anticipation
4. Measurable adoption
5. Business continuity protection


My Framework inspirations:

• Prosci / ADKAR
• Kotter
• Stakeholder power analysis
• Change impact & risk heatmapping


Our principles and our approach to give you an end to end high performant support

Be sure we will correctly understand your objectives and needs, that means : -> supporting you into clearly defining your vision and your SMART objectives -> taking into account the voice of the field -> proposing a safe and realistic transition framework -> following our 3 pillars of Change excellence

VISION 2027

Transforming Finance & Procurement Operations

Your Ambition

Strategic Transition

• Standardised end-to-end processes across all functions
• Automated workflows driving operational efficiency
• Enhanced service delivery through centralised expertise
• Full operational excellence achieved by 2027

Consolidating Finance & Procurement operations to Airbus Business Services in Portugal, building on the successful integration from 11 to 5 sites.

Scope: Travel & Expenses, Accounts Payable/Receivable, Bank Accounting

Contextual risks:

• Transformation fatigue
• 11 sites recently merged into 5
• Social plan already implemented

This is a high emotional-load transformation.

EMPLOYEE VOICE

The Voice of the Field

Understanding concerns is the foundation of successful change. Your team has spoken, and we will show them we are listening to them.

"Will my expertise be valued?"

"Another reorganisation?"

"What about my role?"

Concerns about knowledge recognition and career progression

Change fatigue from previous restructuring initiatives

Uncertainty regarding job security and future opportunities

These verbatims represent real concerns that demand real solutions. Our change strategy starts here, addressing each fear with concrete actions and transparent communication.

CGI's Safe Transition Framework

Business Continuity

Expertise Preservation

People-First Approach

Zero disruption to critical operations through phased transition and parallel running periods

Structured knowledge transfer ensuring no capability loss during transition

Transparent communication, career support, and recognition throughout the journey

OUR APPROACH

Three Pillars of Change Excellence

Reassure

Transfer

Engage

Social Protection & Career Support

Knowledge Preservation

Future-Focused Mobilisation

Individual consultations, outplacement services, internal mobility programmes, and retention incentives for key personnel

Structured documentation, shadowing programmes, cross-site workshops, and certified training pathways ensuring expertise continuity

Ambassador networks, success celebration, continuous feedback loops, and visible leadership commitment driving positive momentum

Our End-to-End Change Approach We structure the intervention in 4 phases:

1. Diagnose & Align
2. Engage & Prepare
3. Transition & Secure
4. Stabilize & Anchor


Each phase includes:

• Clear deliverables
• Measurable KPIs
• Defined governance


OUR AGENDA

• CGI’S presentation as your strong transformation partner
• Zoom on your current Change Project and need for support
• Our philosophy and approach at CBC
• Our concrete proposals for an end-to-end support
• Next steps proposal
• Your reactions and questions

CONCRETELY

-> Our proposal includes : - Change Strategy & Phases - Resistance & Risk Management

• Roadmap
• Staffing

OUR CHANGE STRATEGY

-> A structured approach declined in 4 Phases

Phase 1: Diagnose & Align (0–3 months) Objectives:

• Understand resistance landscape
• Secure leadership alignment
• Identify change risks


Actions:

• Stakeholder mapping (influence vs impact)
• Change impact assessment per function
• Manager readiness assessment
• Risk heatmap
• Executive alignment workshop


Deliverables:

• Change strategy document
• Governance model
• Communication architecture


Phase 2: Engage & Prepare (3–12 months) Objective:
Build awareness, reduce uncertainty, create ownership. Key actions: Leadership:

• Manager enablement workshops
• Talking points & toolkits
• Coaching sessions


Employees:

• Role clarity sessions
• Career path transparency
• FAQ & open Q&A forums


Narrative shift:
From “cost reduction”
To “center of excellence & automation leadership”.

Phase 3: Transition & Secure (Year 1–2) Focus:
Operational continuity during migration waves. Actions:

• Migration wave governance
• Local change champions
• Pulse surveys every quarter
• Rapid response mechanism
• Executive steering committee


KPI examples:

• Error rates
• Process adherence
• Attrition of critical roles
• Engagement score


Phase 4: Stabilize & Anchor (Year 2–3) Objective:
Make the new model sustainable. Actions:

• Reinforce new behaviors
• Celebrate quick wins
• Embed automation mindset
• Integrate Portugal entity into Airbus identity


End state:
Standardized, automated, competitive, engaged.

Zoom on 2 critical warning points :

Managing Resistance (Critical Slide) Case: Team leader spreading fear. -> Our approach: Step 1 – Diagnose

• 1:1 conversation
• Understand motivation (fear, status loss, influence)


Step 2 – Reposition

• Offer structured involvement
• Make them contributor instead of critic


Step 3 – Contain

• If toxic: escalate through governance


-> Principle:
Never ignore informal power structures.

Securing Knowledge Transfer Risk: Poor handover quality. Mitigation:

• Knowledge transfer framework
• Transition KPIs
• Shadowing periods
• Certification of knowledge delivery
• Recognition & retention incentives (if needed)


-> Make exit a professional achievement, not a loss.

Key Actions: Securing Success

Retention Kits for employees

Financial incentives, recognition programmes, and career development opportunities for current experts through transition completion

France-Portugal Bridge Workshops

Intensive collaboration sessions enabling direct knowledge transfer, relationship building, and cultural integration between teams

Leadership Coaching

Equipping managers with change leadership tools, emotional intelligence skills, and communication strategies to guide their teams

RISK MANAGEMENT

Proactive Risk Mitigation

We've identified critical risks and designed specific interventions to address each challenge head-on.

Skill Leakage Risk

Impact: High | Probability: Medium

Mitigation: Retention bonuses, knowledge capture sprints, apprenticeship model with Portugal team

Active Resistance

Impact: High | Probability: High

Mitigation: Leadership coaching, resistant manager protocol, one-on-one engagement, alternative pathways

Process Continuity

Impact: Critical | Probability: Low

Mitigation: Parallel running periods, rollback procedures, 24/7 support during transition

Case in Focus: The 'Resistant Manager' scenario requires tailored intervention combining empathetic listening, transparent dialogue about concerns, coaching on change leadership, and when necessary, structured transition support with dignity.

Transition Roadmap: March 2026 - ??2027

-> Each phase includes dedicated change impact assessments, targeted interventions, and stakeholder checkpoints to ensure we remain on track whilst adapting to emerging needs.

Phase 1: Diagnosis, Leadership Alignment & Launch

Q2 2026

Guidance notes (context, SWOT, vision, SMART objectives…), Risks matrix, Governance establishment, Stakeholder map and engagement, ambassadors list, RASCI, kick off meeting, steering committee

Phase 2: Engage and prepare

Q3-Q4 2026

- Roadmaps, KPIs definition, risk management, bridge workshops France-Portugal, dashboards and PRM planning - Communication : communication plan, Mobility meetings and workshops with HR & managers, interviews, surveys, webinars, presentations, individual interviews, call for internal mobility, HR communication kits - Training and knowledge transfer : learning path proposals, process documentation, training kits for managers and HRBPs

Phase 3: Transition and secure

Q1 2027

Phased operational transition, individual parallel running, competencies assessment, on line support, performance optimisation, lessons captured (KPIs analysis, feedbacks collected through workshops, surveys…), Leadership alignment sessions, Feedback loop system, Process optimization workshops

Milestones:

• % scope migrated
• Adoption rate
• Cost baseline vs achieved


Phase 4 : Stabilize and anchor

Q2-Q3 2027

Stakeholder satisfaction, Lessons learned, ADKAR reinforcement survey, Adoption heatmap per function, Behavioral change maturity model, Cost reduction vs business case, Governance transition charter, Vision & values workshops, Internal branding campaign, Post-Implementation Review Report, Adoption & Maturity Assessment Report, Benefits Realization Report, Continuous Improvement Roadmap, Change Closure Report, Sustainability & Capability Transfer Plan

Governance & Staffing Model

Our integrated governance model ensures alignment between change activities and business objectives, with regular steering committees, transparent reporting, and agile decision-making processes.

Clear Roles, Shared Success

• 2 Change Managers (site coverage)
• 1 Communication specialist


CGI Change Lead: Overall programme direction and executive stakeholder management

Change Management Experts

Change Management Experts: On-site support, communication delivery, training coordination, resistance management

Local support, communications and training

• 1 technical integration expert

Technical Integration Team: Process design, system configuration, quality assurance

Technical Integration Team

Systems integration and technical delivery

CGI Change Lead

Airbus Business Owners: Strategic direction, decision authority, resource allocation, success criteria definition

Programme direction and executive management

• 1 Change Director (overall governance)
• 1 Senior Change Manager (lead)

For AIRBUS

• 1 Airbus Change Project Leader : in France or Portugal
• Airbus Local Change Champions network (to be created)
-> 2 focal points in France : 1 in Procuremnt and 1 in Finance

-> 2 focal points in Portugal : 1 in Procuremnt and 1 in Finance -> HR partnership embedded : HO HRBP, HO Kams and their teams

Ratio:
-> 1 Change Manager per 200 impacted employees.

PROPOSAL FOR CHANGE GOVERNANCE & STAFFING

For CGI :

• 1 Change Director (overall governance)

• 1 Senior Change Manager (lead)

• 2 Change Managers (site coverage)
• 1 technical integration expert

• 1 Communication specialist


Ratio:
-> 1 Change Manager per 200 impacted employees.

For AIRBUS :

• 1 Airbus Change Project Leader : in France OR in Portugal
• Airbus Local Change Champions network (to be created)
-> 2 focal points in France : 1 in Procurement and 1 in Finance

-> 2 focal points in Portugal : 1 in Procurement and 1 in Finance -> HR partnership embedded : HO HRBP, HO Kams and their teams

YOUR GARANTIES OF SUCCESS

This transformation is not about moving activities. It is about redefining how Finance & Procurement operate in Airbus.

With strong change leadership:

• Knowledge secured
• Engagement maintained
• Adoption accelerated
• Competitive advantage delivered

Without structured change management:

• Risk of talent loss
• Productivity drop
• Delayed ROI

BUT

We will lead this transformation with structure, transparency, and accountability. IN ORDER TO :

Create Airbus Business Services entity in PortugaL for Finance & Procurement with Standardized & automated E2E processes and Competitive cost structure by 2027

OUR AGENDA

• CGI’S presentation as your strong transformation partner
• Zoom on your current Change Project and need for support
• Our philosophy and approach at CBC
• Our concrete proposals for an end-to-end support
• Next steps proposal
• Your reactions and questions

NEXT STEPS PROPOSAL

- Signing the delivery agreement contract CGI - Airbus - Deciding the Change teams : CGI /Airbus

• Confirming the global roadmap

- Planning the kick off meeting

Thank you for your attention, your questions are welcome !