{"id":551552,"date":"2026-03-24T04:08:51","date_gmt":"2026-03-24T04:08:51","guid":{"rendered":"https:\/\/www.capgemini.com\/au-en\/?p=551552&#038;preview=true&#038;preview_id=551552"},"modified":"2026-03-25T06:16:00","modified_gmt":"2026-03-25T06:16:00","slug":"aerospace-defenses-looming-people-crisis-how-to-avoid-the-talent-cliff-edge","status":"publish","type":"post","link":"https:\/\/www.capgemini.com\/au-en\/insights\/expert-perspectives\/aerospace-defenses-looming-people-crisis-how-to-avoid-the-talent-cliff-edge\/","title":{"rendered":"Aerospace &#038; Defense\u2019s looming people crisis: How to avoid the talent cliff edge?"},"content":{"rendered":"\n<header class=\"wp-block-cg-blocks-hero-blogs header-hero-blogs\"><div class=\"container\"><div class=\"hero-blogs\"><div class=\"hero-blogs-content-wrapper\"><div class=\"row\"><div class=\"col-12\"><div class=\"header-title\"><h1>Aerospace &amp; Defense\u2019s looming people crisis <br><sup>How to avoid the talent cliff edge?<\/sup><\/h1><\/div><\/div><\/div><\/div><div class=\"hero-blogs-bottom\"><div class=\"header-author\"><div class=\"author-img\"><img decoding=\"async\" src=\"https:\/\/www.capgemini.com\/au-en\/wp-content\/uploads\/sites\/10\/2023\/02\/Frederic-1.jpg?w=200&amp;quality=10\" alt=\"\" loading=\"lazy\"\/><\/div><div class=\"author-name-date\"><h5 class=\"author-name\">Fr\u00e9d\u00e9ric Grousson<\/h5><h5 class=\"blog-date\">Mar 24, 2026<\/h5><\/div><\/div><div class=\"brand-image\"><img decoding=\"async\" loading=\"lazy\" src=\"\/wp-content\/themes\/capgemini2025\/assets\/images\/capgemini-engineering-white.svg\" alt=\"capgemini-engineering\"\/><\/div><\/div><\/div><\/div><\/header>\n\n\n\n<section class=\"wp-block-cg-blocks-group section section--article-content\"><div class=\"article-main-content\"><div class=\"container\"><div class=\"grid-container\"><div class=\"col-12 col-md-2\"><nav class=\"article-social\"><ul class=\"social-nav\"><li class=\"ip-order-fb\"><a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https:\/\/www.capgemini.com\/?p=1206744\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"opens in a new window\"><i aria-hidden=\"true\" class=\"icon-fb\"><\/i><span class=\"sr-only\">Facebook<\/span><\/a><\/li><li class=\"ip-order-li\"><a href=\"https:\/\/www.linkedin.com\/shareArticle?url=https:\/\/www.capgemini.com\/?p=1206744\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"opens in a new window\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><span class=\"sr-only\">Linkedin<\/span><\/a><\/li><\/ul><\/nav><\/div><div><div class=\"article-text article-quote-text\">\n<p>In a recent conversation with an Aerospace and Defense (A&amp;D) executive, we asked a simple question: \u201cwhat worries you most about the future\u201d? The answer was not competition, or even tariffs, but talent. Where on earth was he \u2013 and others in the value chain his company was a part of \u2013 going to find the thousands of engineers to design, build, and certify the next generation of aircraft?<\/p>\n\n\n\n<p>He was not alone, a series of quiet conversations with industry insiders followed, all saying similar things. In our recent Engineering Pulse Report, 73% of A&amp;D executives said talent shortage is a threat for Engineering and R&amp;D functions over the next 3\u20135 years and 41% said talent was a major challenge to delivering at speed and scale.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-the-pressing-people-problem\">The pressing people problem<\/h2>\n\n\n\n<p>There are no official figures, but putting rough numbers together based on the conversations we had, we reckon there will be a shortfall of at least 150,000-200,000 A&amp;D engineers in Europe and North America in next five years. China \u2013 which is growing A&amp;D spending \u2013 also has a talent problem, but a less serious one, meaning the drag of talent on Chinese growth will be felt far less than in the West.<\/p>\n\n\n\n<p>Yet for all the private worries, the industry leaders are not grappling with the problem. Perhaps there are more short term problems that are occupying their minds. Perhaps they hope universities will naturally up their engineering course sizes by a hundred thousand. Or perhaps they think the current cohort will all come and work for them when they need them \u2013 if so, they better be prepared for an expensive competition on price.<\/p>\n\n\n\n<p>Why are we facing this dramatic talent cliff edge? A&amp;D is seeing huge demand for new defense programs and new, energy efficient aircraft as airlines look to cut fuel and operational costs. Each new aircraft or defense program consumes tens of thousands of engineering-years before a single aircraft is certified or defense system is used. Yet many manufacturers are already unable to meet surging demand for existing systems due to shortages of engineers and technicians. At the same time A&amp;D face an ageing workforce and high attrition rates.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-rethinking-a-amp-d-talent-strategy\">Rethinking A&amp;D talent strategy<\/h2>\n\n\n\n<p>So, what to do?<\/p>\n\n\n\n<p>First, accept the reality and act now. There are simply not enough engineers near to current A&amp;D factories to meet demand. But that doesn\u2019t mean the skills will not be there. A global industry needs to think more globally about talent.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-why-has-a-amp-d-struggled-to-globalize\">Why has A&amp;D struggled to globalize?<\/h2>\n\n\n\n<p>A&amp;D is not an industry that traditionally relishes global engineering models. Sovereignty constraints, export-control rules and habits have kept most engineering tightly clustered in certain parts of Europe and America. The result is a delivery model that is geographically rigid and ill-suited to a world of global shortages in qualified experts.<\/p>\n\n\n\n<p>Many countries \u2013 from India or Morrocco to Egypt \u2013 house talented, and ambitious young people excited by careers like engineering. Some countries excel in particular areas in the value chain from component design to embedded software to compliance management and innovation. Many countries, including those closer to home, have mechanical, software, industrial and systems engineers that can be retrained. Such talents will be needed to swell the ranks of the future workforce, if traditional A&amp;D hubs cannot yield sufficient numbers of engineers.<\/p>\n\n\n\n<p>So why has aerospace not been able to deliver this in the way tech and others have. Two reasons stand out. Firstly, the slow pace of digitization that would allow joined up global working. Secondly, and more importantly, a lack of the absence of a strategic approach to adopting a distributed workforce model as a programme of systemic business transformation.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-digitization-is-a-necessary-step-towards-harnessing-global-talent-but-not-sufficient\">Digitization is a necessary step towards harnessing global talent, but not sufficient<\/h2>\n\n\n\n<p>In any engineering industry the backbone of efficient, agile globalized operations is digitization. With a fully digitized design, production and support process, A&amp;D organizations become untethered from their physical locations. The A&amp;D organization becomes less monolithic engineering offices and more global virtual design and management environments, where teams anywhere can plug into shared models and simulation platforms.<\/p>\n\n\n\n<p>But this has been well known for 10 years. Most major OEMs are well advanced overhauling of their product\u2010lifecycle\u2010management (PLM) and related systems in this way.<\/p>\n\n\n\n<p>For those still completing such digitization initiatives, this should be the first priority. As they do so, they should consider how they can integrate new AI-assisted engineering tools, and AI workflows to accelerate certification, testing, and variant design to boost efficiency of the teams.<\/p>\n\n\n\n<p>But digitization is just the enabler. Once complete, it needs to be backed by a whole new approach to accessing global talent.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-how-to-build-an-agile-organisation-powered-by-global-talent\">How to build an agile organisation powered by global talent<\/h2>\n\n\n\n<p>To solve its talent problem, A&amp;D needs to see global delivery in a new light. A&amp;D will need \u2018global engineering factories\u2019 capable of delivering high value programmes of work, end-to-end, orchestrated across top engineering talent in multiple countries.<\/p>\n\n\n\n<p>One can imagine a typical structure: system architecture and safety-critical leadership teams remain close to the aircraft or system and production lines in Toulouse, D\u00fcsseldorf or Seattle. But embedded software could be carried out in India; stress analysis in Egypt; hardware integration in Romania; and systems testing in North Africa. Each is not only aligned to relevant global talent pools, but setup with modern digital systems to optimize efficiency and so reduce the overall talent need. Such configurations are not theoretical \u2013 similar setups already happen in automotive.<\/p>\n\n\n\n<p>How can one start to think about this strategically? A practical way for A&amp;D companies to decide <em>what<\/em> work can be relocated \u2013 and what must remain in-house \u2013 is to adopt a rigorous Core\/Context assessment, popularised by Geoffrey Moore and proven in many engineering transformations.<\/p>\n\n\n\n<p>This framework forces organisations to distinguish between <em>Core<\/em> activities that create market differentiation and <em>Context<\/em> activities that don\u2019t. Context activities can still be valuable and mission critical \u2013 think certification \u2013 but they do not differentiate you from your competitors. These activities often make up most of the business\u2019s work, and can usually be safely outsourced to trusted engineering partners in locations with more favourable talent pools.<\/p>\n\n\n\n<p>For A&amp;D companies facing a talent shortfall, a Core\/Context approach provides exactly the discipline needed to expand global delivery without jeopardising quality or security. It helps identify context activities \u2013 such as validation, testing, documentation, non-IP-critical mechanical design, or the maintenance of mature product lines \u2013 for outsourcing. It provides a process of breaking these down into clearly defined tasks that specify inputs, outputs, competencies, toolchains and KPIs. Once codified, these activities can be shifted to regions where engineering capacity exists, under controlled \u2018engineering factory\u2019 models, whilst keeping core or sovereign activities close to the company\u2019s own facilities.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-proper-planning-prevents-poor-performance\">Proper planning prevents poor performance<\/h2>\n\n\n\n<p>The stark conclusion is that the current A&amp;D operating model cannot support the demands being placed on it. Without radical changes in how work and innovation is distributed, digitized and delivered, flagship aircraft programs risk delay or cancellation. But those companies that embrace new models \u2013 anticipatory reskilling, strategic outsourcing frameworks, global engineering factories, and digital workflows augmented by AI \u2013 will have a fighting chance.<\/p>\n\n\n\n<p><a id=\"_msocom_1\"><\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/section>\n\n\n\n<section class=\" section section--expert-slider wrapper-people-slider wp-block-cg-blocks-wrapper-people-slider undefined\"><div class=\"container\"><div class=\"row\"><div class=\"content-title col-12 col-md-8\"><h2 data-maxlength=\"34\" class=\"people-heading-title\">Meet our expert<\/h2><\/div><\/div><\/div><div class=\"slider slider-boxed\"><div class=\"container\"><div class=\"slider-window\"><div class=\"slider-list\">\t\t<div class=\"slide\">\n\t\t\t<div class=\"box\">\n\t\t\t\t<div class=\"row\">\n\t\t\t\t\t<div class=\"col-md-6 col-lg-4 box-img-wrapper\">\n\t\t\t\t\t\t<img decoding=\"async\" loading=\"lazy\" src=\"https:\/\/www.capgemini.com\/au-en\/wp-content\/uploads\/sites\/10\/2023\/02\/Frederic-1.jpg\" alt=\"Fr\u00e9d\u00e9ric Grousson\"\/>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t<div class=\"col-md-6 col-lg-8 box-inner\">\n\t\t\t\t\t\t<div class=\"row title-social-media-header\">\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 mbl-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li><a aria-label=\"Linkedin\" target=\"_blank\" title=\"Opens in a new window\" href=\"https:\/\/www.linkedin.com\/in\/frdric-grousson-3153007\/\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><\/a><\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 box-container\">\n\t\t\t\t\t\t\t\t<div class=\"box-title\">\n\t\t\t\t\t\t\t\t\t<h3 class=\"people-profile-title\">Fr\u00e9d\u00e9ric Grousson<\/h3>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>VP, Head of Aerospace &amp; Defense, Capgemini Engineering<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 social-box-container dkt-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li><a aria-label=\"Linkedin\" target=\"_blank\" title=\"Opens in a new window\" href=\"https:\/\/www.linkedin.com\/in\/frdric-grousson-3153007\/\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><\/a><\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"people-info\">Frederic is Dr.-Eng in control system and has joined the group in 2000, and has worked since then in the Aeronautic sector for many customers with a huge experience at Airbus account in the industry sales team since 2015, he now leads the Aerospace and Defense sector globally for Capgemini Engineering.<\/div>\n\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\n\n\t\t<div class=\"slide\">\n\t\t\t<div class=\"box\">\n\t\t\t\t<div class=\"row\">\n\t\t\t\t\t<div class=\"col-md-6 col-lg-4 box-img-wrapper\">\n\t\t\t\t\t\t<img decoding=\"async\" loading=\"lazy\" src=\"https:\/\/www.capgemini.com\/au-en\/wp-content\/uploads\/sites\/10\/2025\/10\/Jean-Marc-Barniol-photo-2026.jpg\" alt=\"Jean-Marc Barniol\"\/>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t<div class=\"col-md-6 col-lg-8 box-inner\">\n\t\t\t\t\t\t<div class=\"row title-social-media-header\">\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 mbl-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 box-container\">\n\t\t\t\t\t\t\t\t<div class=\"box-title\">\n\t\t\t\t\t\t\t\t\t<h3 class=\"people-profile-title\">Jean-Marc Barniol<\/h3>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>VP, Defense Lead, Capgemini Engineering\u00a0<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 social-box-container dkt-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"people-info\">Jean-Marc has been leading Capgemini Engineering\u2019s Defense activities since 2023. With over 20 years of experience in the Aerospace and Defense sector, Jean-Marc has contributed across all key phases of the product lifecycle\u2014from Research &#038; Technology through development and production, to customer support. Throughout his career, he has built strong connections with OEMs, Tier 1 suppliers, and service providers across both Aeronautics and Defense industries. <\/div>\n\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div><\/div><\/div><div class=\"slider-nav\"><button class=\"slider-prev inactive\" aria-label=\"Slider-previous\" tabindex=\"-1\"><\/button><ul class=\"slider-paginator\"><\/ul><button class=\"slider-next\" aria-label=\"Slider-next\"><\/button><\/div><\/div><\/section>\n","protected":false},"excerpt":{"rendered":"<p>How to avoid the talent cliff edge?<\/p>\n","protected":false},"author":87,"featured_media":551553,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"cg_dt_proposed_to":[],"cg_seo_hreflang_relations":"[]","cg_seo_canonical_relation":"","cg_seo_hreflang_x_default_relation":"","cg_dt_approved_content":true,"cg_dt_mandatory_content":false,"cg_dt_notes":"","cg_dg_source_changed":false,"cg_dt_link_disabled":false,"_yoast_wpseo_primary_brand":"65","_jetpack_memberships_contains_paid_content":false,"footnotes":"","featured_focal_points":""},"categories":[1],"tags":[],"brand":[65],"service":[],"industry":[],"partners":[],"blog-topic":[367],"content-group":[],"class_list":["post-551552","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","brand-capgemini-engineering","blog-topic-engineering"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v22.8 (Yoast SEO v22.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Aerospace &amp; Defense\u2019s looming people crisis: How to avoid the talent cliff edge? - Capgemini Australia<\/title>\n<meta name=\"description\" content=\"Aerospace &amp; Defense faces a major engineering talent shortfall. 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