In a context of geopolitical tensions and technological acceleration, Willing supports Defence and Aerospace players in their strategic and operational transformations.
In a context of geopolitical tensions and technological acceleration, Willing supports Defence and Aerospace players in their strategic and operational transformations.
The sector must orchestrate a record acceleration in production to meet the doubling of the global fleet and rising defence budgets, whilst securing a supply chain under pressure, optimizing time-to-market and maintaining strict cost discipline.
In a context of intensified global competition (COMAC, SpaceX, etc.), innovation becomes central to shaping the aviation, defence and space sectors of tomorrow: new aircraft programmes and decarbonisation for aviation, AI and cyber capabilities to better address evolving threats for Defence, and short innovation cycles and agility for all.
This requires a massive and continuous investment in high-performance IT systems and Artificial Intelligence, whilst ensuring data security (particularly with regard to GDPR) and the flexibility necessary to adapt to market developments, in order to transform points of sale into places of experience and service.
Between risks and opportunities: supply chain disruptions, trade tensions, regulations, rising military budgets and political intervention in sales. Sovereignty is becoming a key issue, with a clear determination to strengthen European leadership, illustrated by the Bromo/SpaceCo project to create a European space giant.
Structuring and industrializing data activities, under strict yet enabling governance (data governance, export control, cyber) to turn them into levers for steering, automation and cost reduction – from design to maintenance, through production and services – combining technological mastery, compliance and business buy-in.
Balancing short-term operational excellence to secure the ramp-up with the long-term integration of disruptive technologies, whilst ensuring service continuity and strong synchronization with the extended enterprise.
Restructuring to support competitiveness plans (Lead!, Turnaround, etc.), managing consolidations (Sparrow, Bromo/SpaceCo projects, etc.) and introducing agility whilst embedding a culture of performance.
Integrating decarbonization challenges from design to end of life, balancing the right technological timing (SAF, hydrogen) with the economic viability of future programmes.
Securing critical expertise, accelerating up-skilling, modernizing the employee experience and attracting and retaining key profiles (AI, Cyber) in the face of increased competition and national sovereignty challenges.
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