Digital Transformation 2.0 - CEO Eli Girard at Atos

9- 4 2 1 - 024
JAN UARY 8, 2021
TSEDAL NEELEY
JAMES BARNETT
Digital Transformation 2.0: CEO Elie Girard at Atos

Elie Girard took a deep breath and contemplated the view from his office window at Atos’ riverfront
headquarters in Bezons, France. The sun had barely risen over the Paris skyline in the distance, lighting
up the River Seine. As Group Deputy CEO, Girard savored the rare moment of solitude. The third
quarter earnings call was only days away, and the rest of the week would be a marathon of nonstop
meetings. But his momentary quiet was suddenly interrupted by a knock on the door.
There stood his CEO, Thierry Breton, who extended a warm greeting. A deeply committed leader,
Breton seemed to be everywhere at once. “Thierry had a transcendent aura at Atos,” Girard later said.
The two leaders slid into discussion about the upcoming earnings call. A few minutes in, Breton
casually said: “Oh, by the way, President Emmanuel Macron called yesterday.” Girard’s eyes widened.
“He asked me to be the EU’s Commissioner for Internal Markets. You will be taking over as CEO.”
Before Girard could process the words, Breton left the room.
At 41 years old, Girard would become a CEO for the first time. Breton, on the other hand, had
assumed the role with decades of experience that spanned a wide range of CEO positions and tech
accomplishments. In his dozen years leading Atos, Breton had focused sharply on global expansion
and digital transformation. He had grown the company into a tech industry leader with annual
revenues exceeding €11.5 billion and more than 110,000 employees across 73 countries. Breton’s global
vision for digital transformation was clairvoyant. His presence as a leader was larger than life. How
would Girard fill those shoes?
In the first months of Girard’s appointment, the COVID-19 pandemic hit. The whole world turned
upside down. The rapid transition to remote work across sectors forced many organizations to quickly
adapt and develop new digital capabilities. In the middle of a global health crisis and ensuing economic
fallout, what approach would Girard take to serve customers and advance digital transformation at
Atos? Could he afford to make changes to the company amid such worldwide instability? Everything
was happening fast. No time to think—it was do or die.
Elie Girard’s Journey

Girard began his tenure as CEO on November 1, 2019, after nine months as Group Deputy CEO.
Investors responded with praise. 1 Breton stated: “You have now known Elie for a long time and I want
to emphasize that he has been carefully prepared, especially by me, for the job over the past decade.”2
Professor Tsedal Neeley and Case Researcher James Barnett (Case Research & Writing Group) prepared this case with the assistance of Research
Associate JT Keller. It was reviewed and approved before publication by a company designate. Funding for the development of this case was
provided by Harvard Business School and not by the company. HBS cases are developed solely as the basis for class discussion. Cases are not
intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management.
Copyright © 2021 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,
write Harvard Business School Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu. This publication may not be digitized, photocopied,
or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School.
This document is authorized for use only in Dr. Divakar Kamath's Technology Consulting (MBA-Core Trim IV) at Narsee Monjee Institute of Management Studies (NMIMS) from May 2024 to
Nov 2024.
421-024 Digital Transformation 2.0: CEO Elie Girard at Atos
Elie Girard studied engineering at the elite École Centrale Paris and received his master’s in
Economics and Statistics from Harvard University. After working as an auditor, he moved into the
public sector, first as an economist in the French government treasury and then as an advisor to Breton
during his tenure as Minister of Macroeconomics and Public Finance. When Breton became CEO of
Atos in 2008, Girard moved into the private sector, spending seven years at Orange, the French
telecommunications company that had privatized and rebranded from France Télécom in 2004 under
Breton’s leadership. The two leaders reunited in 2015 when Breton recruited Girard to join Atos as
CFO.
At Atos, Girard continued a six-month budget cycle that his predecessor had instituted. Each
business unit had a set of growth targets aligned with the biannual budget. If the unit failed to meet its
targets, it kept those same targets for the next six-month cycle. If the unit succeeded, then Girard
increased the benchmark for the next round. He explained:
After making the switch, it is a wonder how we ever managed with a 12-month cycle!
Especially in technology because it is moving so fast. You get to the end of November and
the actuals look nothing like the budget built a year ago—there are new technology
releases, new competitors, and old competitors fall away or consolidate.
Girard reflected on what he learned about himself as CFO:
I am matter of fact. As the CFO, when I was happy about financials, I said it. When I
was not happy, I said it as well because it had to be said—and sometimes not in a nice
way. Nothing emotional, but sometimes you need to have tough, professional
discussions. And that matter-of-fact mindset also applies to granular decisions. There are
no big topics and no little topics, only topics. In many organizational meetings, a leader
says, “Let’s prioritize.” That is a mistake. Prioritization can be interpreted as only caring
about the big topics, and ignoring what is considered “little.”
As CEO, Girard drew on his technical background and on-the-ground experience in leading the
company’s digital advancements. “I am an engineer, and I am CEO,” he explained. Girard regularly
spent time discussing technology innovations with trained specialists. In the words of Nourdine
Bihmane, Head of Growing Markets, “He was in the trenches with us when he was the CFO.” Chief
Technical Officer of Cybersecurity, Zeina Zakhour, explained:
For the CEO of a company with more than 100,000 employees, you expect them to be
holding primarily high-level conversations. But not Elie. He has a very technical
understanding of the technology and regularly talks with leadership. He and I discuss
cybersecurity, organic laws, relevant acquisitions or strategy, a bit of everything. And as
a CEO, he is constantly meeting with people who are pitching him technology ideas, but
in just five minutes he knows what is really significant and what is not.
Adrian Gregory, head of Financial Services & Insurance, elaborated: “Thierry is a statesman. He
surrounded himself with leadership to enact strategy. Elie is of a new generation. He drives strategy
by getting in amongst us, getting into the details, and doing so with enthusiasm.” Girard checked in
on business units with monthly scorecards, but encouraged a high degree of autonomy. In the words
of Rakesh Khanna, CEO of Syntel, the U.S.-based IT firm Atos acquired in 2016, “Elie leaves it to us to
reach our targets.”
Girard sought to make Atos much more customer-centric. As Khanna explained, “Thierry brought
Atos through the first phase of its digital transformation. Elie is leading us through a second stage,
where the evolution is with the customers, who have matured. The expectations are different; I call it
the double derivative of change.”
Nov 2024.
Digital Transformation 2.0: CEO Elie Girard at Atos 421-024
Jean-Philippe Poirault, global head of Telecom, Media, & Technology Industry at Atos, explained
the nature of the change as a shift from a cost to a profitable revenue center:
We help our customers to transform from a cost center organization towards a revenue
generation center. Digital transformation is not at all about cost reduction or labor
arbitrage. It is all about a new way to develop business, starting from customer centricity,
understanding their pain points and developing new services by using the huge amount
of available data combined with intelligent AI/ML scenarios.
Girard’s Digital Transformation Blueprint

Four pillars made up Girard’s digital transformation: the cloud, data, cybersecurity, and
decarbonization.
Cloud
Girard held firm beliefs in the future of the cloud, the exponentially increased capacity of data
storage and computing power across multiple online servers. “Everything is moving to the cloud,”
Girard explained. “Not only has cloud technology become a prerequisite because it is cheaper, modern,
or maybe seen as fancy, but it provides flexibility and scalability.”
Atos had secured a partnership with Google to become a service provider of Google Cloud
technologies for enterprises in 2016. The deal’s success, which Google recognized in 2020 with its
“Google Cloud Services Partner of the Year” award, solidified Atos as a major player in cloud solutions
across industries. 3
Poirault noted the rapid evolution of cloud design, and the inexorable shifts that it created for
business:
Imagine an automated car that requires processing five terabytes of data. Some of that
data will be processed in the car for security reasons, some will require processing nearby
at the edge of the Telecom network, with a delay of a few milliseconds, and some of that
data will be processed into the cloud. This will transform cloud architecture, which today
is a collection of centralized data centers. Tomorrow, it will be a combination of data
centers and edge computing nodes, spread around the globe.
Data
Data was the second pillar in Girard’s digital transformation definition. Girard explained,
“Unlimited data can be stored with cloud technology. But it’s not just about storing data, it’s extracting
intelligence from data. How can I be more accurate and use this data in a relevant way? It is managing
to get the piece of information from data that brings value you wouldn’t have otherwise had.” Khanna
elaborated: “Our job is to help data benefit business. There are 20,000 species of snakes in the world—
that is data. The one under your chair is poisonous—that is information.”
To illustrate, Gregory described how Atos enabled a major company that sells soft drinks to extract
insights from data captured from store shelves: “We call them connected coolers, whereby we measure
shelf analytics from the coolers in stores. We can measure buying patterns related to weather forecasts.
We can measure how many vanilla cola are sold when they are on the top shelf versus the bottom
shelf.” Using this data about buying patterns, the company could automate delivery times accordingly.
Nov 2024.
Khanna described helping a retail customer design safe and effective in-store policies for COVID-
19, developing a planogram that labeled walking paths and product placement for contactless
shopping: “We used customer preference data, and tracked customer movement in a store with cell
phones and other IoT a devices.”
Poirault described helping a major telecom customer with artificial intelligence and machine
learning technology to improve customer service: “They offered customer support through online chat
and by phone, but those two methods were not connected, so a representative did not know if someone
on chat had just got off the phone with another rep. We used AI/ML tools to connect both functions,
add chat bots, and collect better data on customer support.”
Cybersecurity
For Girard, cybersecurity was the bedrock of effective digital transformation: “Without
cybersecurity, cloud technology and data are completely useless. You can come up with a great
algorithm that brings all sorts of data value, but if it is hacked, it instantly loses all value,” explained
Girard. Zakhour reflected on how protecting the value of an enterprise’s data evolved as business
became simultaneously more global and more digital:
20 years ago, the definition of cybersecurity was easy—it was about securing
something. Cybersecurity focused on perimeter security, like a walled fortress protecting
an organization’s critical data. But over the years, you open a door here for an acquisition,
you build a bridge there for a merger, or for a partner, and then you are introduced to
new technology—the cloud, IoT—and data is everywhere.
In light of these developments, Zakhour viewed Atos’ security building blocks across six areas:
1. Digital identity: ensuring everyone at the company has trusted identities under the ‘least
privileged principle,’ with access only to what is needed to do their job.
2. Data privacy: ensuring customer data is protected.
3. Cloud security: working with customers to secure cloud data that could be vulnerable.
4. Industrial environment: protecting against vulnerabilities exposed by the IoT so companies can
capitalize on opportunities.
5. Digital workplace security: preventing opportunities for attack within a digital workplace. If a
hacker gains unauthorized access to one employee’s information, it becomes much easier to get
into the entire organization.
6. Advanced detection and response: while 80% of cyberattacks can be blocked, 20% are known
as persistent threats that exploit new vulnerabilities and require advanced detection strategies.
According to Zakhour, approximately 44% of all cyberattacks succeeded in their targeted breach,
and 65% of organizations reported a shortage of cybersecurity staff. She opined:
If a company says they have never suffered a cybersecurity incident, they should be
scared, because what that really means is they have suffered an attack but did not see it.
a The Internet-of-Things (IoT) was the extension of internet connectivity into hardware and physical devices.
Nov 2024.
It is not possible to avoid attacks nowadays. The goal should be to say that no
cybersecurity incident has impacted the business.
Decarbonization
Decarbonization—the reduction of carbon emissions into the atmosphere through the strategic use
of digital technology—marked the last pillar in Girard’s digital transformation strategy.
Decarbonization was a new dimension for customers and employees alike. Girard broke it down into
two components:
First, there is the decarbonization of hardware. Many of our customers utilize huge
data centers for storing digital information. Their data centers may already have been
amortized for years, so the customer does not have motivation for digitalization, but these
data centers are causing massive carbon emissions that can be reduced by updating the
hardware architecture. At Atos, we produce a little bit of hardware, but we mostly buy
hardware, so it is our job to pressure suppliers to build hardware that limits electricity
consumption and encourage reducing carbon emissions.
Second, there is the decarbonization of software, which is tricky, because it is “soft”

and not seen as something responsible for hurting the planet. However, because
developers today prioritize time-to-market, they develop disorganized lines of code. Sure,
their product may get results, but it can be sloppy and heavy with redundancies. Heavily
coded products require increased processing power and electricity.
Girard went on to explain that decarbonization as a digital transformation approach was

motivational for people because “they feel that they are doing something good or working for a
company doing something good.”
To accelerate progress in this area, Atos acquired a carbon emission reduction strategy firm to help
Atos customers reach net-zero carbon emissions, and added a decarbonization level agreement—akin to
an SLA, or service-level agreement—to all customer contracts. Bihmane explained, “We were already
among the most environmentally-conscious IT companies, but we needed to express our ambition in a
framework.”
Atos believed that environmentally sustainable digital solutions would help with customer
retention and attraction. Nearly 80% of customers had made some sort of corporate decarbonization
commitment. Bihmane argued further, “Being green does not mean being costly. Some political parties
and groups perceive otherwise. That is the wrong assumption.” As an example, he described how Atos
used data for several purposes including decarbonization efforts for an insurance company:
We did a project for a European car insurance company, initially to help them reduce
accident claims by using thousands of IoT devices to collect data, such as driver habits,
for processing within our big data and AI models. We were then able to produce
recommendations on which accidents could produce a claim.…We were then able to
produce a data model to provide driver recommendations on how they could reduce their
fuel consumption. We were using the same data but for a different purpose.
Reorganizing Atos by Industry

Prior to Girard taking over as CEO, Atos was a matrix organization. Three services were categorized
within six geographic divisions that focused on customers within specific regions: 1) Infrastructure &
Nov 2024.
Data Management; 2) Business & Platform Solutions; and 3) Big Data & Cybersecurity. Bihmane
explained, “Our organization over the last decade was evolving with digital transformation and cloud
technology across all industries. At that stage we were not looking at technology services by industry.”
This structure brought operational challenges. While CFO in 2018, Girard recalled a situation in
which a customer in Italy that also did business in Spain had outsourced its solutions to Germany.
“There was internal debate about what resources to use from where and who should receive the
revenue from the customer,” he said. “How to organize your business is not an easy issue for any
company, but once you make a decision, you must commit 100%.”
Girard felt that his vision for the company’s future in digital transformation required a new
organizational structure tailored to customers’ industries. He called the initiative SPRING, which
aimed to reshape Atos’ portfolio by restructuring around six industry verticals (See Exhibit 1 for details
on SPRING and Exhibit 2 for an organizational chart). Girard explained:
We had observed that customers’ digital needs were becoming entwined with their
business. Five years ago, all customers cared about was moving data to the cloud. Now,
the cloud for banking has nothing do with the cloud for healthcare, or the cloud for retail
where data is less strategic and sensitive.
To maintain the company’s growth, Atos would need to continue its existing operations in parallel
with the reorganization. As Poirault put it, “We are changing the engine of the plane while keeping the
plane flying.” Bihmane recalled how this strategy expanded the workforce’s responsibilities
exponentially during this transition period: “People no longer had one job, they had ten jobs.”
Calibrating for the Customer

Bihmane explained how the restructure was designed to align Atos more precisely with its
customers’ exact context:
We wanted to provide end-to-end offerings for the customer and wanted to destroy
any silos between our offerings. For example, when a customer asks us for a solution for
a mobile banking application, but not for its entire digital infrastructure, we can provide
a turnkey solution. In the past, we would need to coordinate across divisions.
Gregory illustrated this updated approach by explaining Atos’ work with a life insurance customer:
The client had 380 people getting 700 life insurance proposals out per week, with a 5%
share of the relevant market. We installed a customer experience lab with digital tools and
taught digital techniques. At the same time, we explored where to duplicate—or
automate—their existing processes. We put new software in a new underwriting engine.
The net result upped their operations so that they were producing 1,400 weekly proposals
with just 280 people, and had increased their market share to 7%. Their net promoter score
had also increased because their customers experienced transactions that were more
convenient.
To explain digital transformation for customers, Khanna spoke in metaphor: “Think of digital
business as a car, and our job is to build the best possible car for the customer—to modernize the car’s
engine and infrastructure—or to transform the inventory of a customer’s software applications. We can
make that car a Ferrari.”
The reorganization also changed the incentive structure. “We used to measure sales metrics across
geographic divisions. Projects frequently crossed geographies and divisions, and there could be
Nov 2024.
internal fights about credit, how to record revenue, and cross-selling,” Bihmane said. “Now, we
measure sales metrics against our industry verticals, and internal collaboration has improved.”
However, some functions like Cybersecurity were kept separate to support the industry units and local
operations. Zakhour explained:
Elie did not divide Cybersecurity so we had one cyber team for financial services, one
for healthcare, and so on. What’s important is that we have eyes everywhere. When I see
a ransomware attack impacting our healthcare unit, I can immediately reassign resources
and specialists to target a defense, and in the meantime can alert and prepare the other
industry units so that when the attack shifts, they are ready.
Cybersecurity needs also varied across industries. Zakhour explained, “Some customers operate in
particularly sensitive environments: government work, pharmaceutical manufacturing, and other
R&D environments where intellectual property is essential and you lose your business if it is stolen.”
She continued, “With these customers, we have to make sure they are not only secured from outside
threats, but secured from insiders’ threats as well, because sometimes an employee’s temptation to sell
their company’s IP to the highest bidder is too great.”
Continuing Digital Certification Programs

As Atos restructured, Girard maintained the Digital Transformation Upskilling factory that Breton
had installed, supplementing existing certification courses with additional industry-specific
certification and courses focused on value chains, business processes, and challenges.
Internal certification courses and training also remained voluntary. Poirault noted that Atos used
customers’ digital transformations as examples to increase internal buy-in. “We call them ‘Lighthouse
Customers’ to show the way, both with external customers and internally,” he explained. “We do a lot
of advertising within the company. We want to show people new customer trends to incentivize them
to train to learn that new trend themselves.”
Gregory added, “If you have the same knowledge one year from now, if you haven’t updated your
understanding of the digital technology environment, you’ll be in trouble.”
Bihmane observed, “There has been a notable uptick in certifications since COVID-19 forced us into
remote work.” COVID-19 also increased the speed of customers’ digital transformations. Khanna
recalled a customer that quickly needed to update its financial transaction software in response to
COVID-19: “We reassigned 350 engineers in Baltimore, San Francisco, and India to the project. We had
teams working 24/7. For a project that used to take us three years, the expectation became that we
finish it in six months.”
Hiring and Acquiring Digital Talent

Atos supplemented its employee training programs by integrating employees of acquired
companies and hiring specialized talent as needed. Citing the need to balance internal development
with acquisitions, Girard cautioned, “Your own people may feel downgraded because they will see
acquisitions as a sign that they are not capable of doing the job themselves. But the reality is quite
different: these new skills reinforce our offerings and broaden the scope of our actions with expert
profiles and/or with domain-specific skills.” On the external side, he explained, “We need to continue
showing shareholders that we are self-standing and that we can stand on two legs: growth and cost
Nov 2024.
discipline. Businesses cannot let acquisitions, the inorganic, hide underperformance with existing
organic business.”
Girard sought to create a virtuous cycle of organic growth and profitability. He wanted industry-
specific offerings and go-to-market approaches that enhanced the company’s focus on customers. In
addition, Girard pursued an M&A strategy in cybersecurity and digital bolt-on acquisitions—smaller
companies that boosted Atos’ digital capabilities without significant financial investments. In 2020,
Atos acquired nine digital players with capabilities in cybersecurity and other key areas such as cloud,
decarbonization, Salesforce, and SAP. The acquisitions yielded nearly €300 million in revenue (see
Exhibit 3 for Atos acquisitions under Girard). Girard also launched a seed accelerator program (see
Exhibit 4 for Atos innovation programs).
Radical Change Challenges

A reorganization was not without challenges, however. Zakhour explained, “It is difficult
explaining that we are going to change when we are doing well. And we are doing great—but if we
don’t adapt to a changing technology environment, then that success won’t continue.” Gregory
reflected on the sheer scope of such a task: “How do you transition an organization with over 100,000
people into something that looks quite different? What do we spend the most time sweating over? How
many steps will it take? How long do we take getting the balance of it right? We’re turning it on its
head.”
To add to the uncertainty, the COVID-19 pandemic emerged just as SPRING launched. Bihmane
recalled, “A few months into the pandemic, I remember thinking, ‘Are we really going to do this during
COVID-19? Is it not too much? Or is this the right window to reorganize because we could be better
prepared for life after COVID-19?’” He added, “Change during change could make adoption easier.”
Girard knew his bold environmental approach to digital transformation might not be universally
accepted. “Decarbonization is very popular in Europe, but in the U.S. and other regions it is more
debated,” he thought. “It could be seen as too bold a move.” Further, he was acutely aware Atos’
reorganization broke with recent industry trends; Accenture’s new CEO Julie Sweet had just
reorganized by services. Accenture head of corporate communications Stacey Jones wrote:
Accenture is making these changes at a time of unprecedented change for its clients.
Digital and technology are now core to their success, fueling the need for enterprise-wide
transformation and continuous innovation. Digital disruption is blurring traditional
industry lines, making cross-industry expertise an imperative. This disruption and other
changes are happening at the intersection of geography, industry and technology. Given
these dynamics, Accenture is increasing its agility to bring its clients a unique range of
services. From strategy to operations, with digital skills everywhere. 4
While others were moving away from an industry focus, Girard wondered what risks he was taking
by promoting an industry-based restructuring.
Leading Atos into the Future

Indeed, Girard’s first months as CEO had been busy. His tenure had begun in near parallel to the
onset of the COVID-19 pandemic. Girard was leading Atos in a much different world. Would his four
digital transformation pillars work? Would his radical reorganization stick? How will it work in the
middle of instability wrought by COVID-19? Would he be able to deliver as the new CEO of Atos?
Nov 2024.
Exhibit 1 Atos SPRING Reorganization: 3 Phases
Nov 2024.
Source: Company documents.
Exhibit 2 Atos Organizational Chart, 2020
Source: Atos, 2019 Annual Report, p. 24, https://bit.ly/2QD035C, accessed August 2020.
Note: The cybersecurity team was comprised of more than 5,000 employees spread across 14 global security operation
centers and 6 R&D centers.
10
Nov 2024.
Exhibit 3 Atos Acquisitions under Elie Girard
Date Announced Company # of Employees About

December 2019 Maven Wave 330 U.S.-based cloud and
technology consulting
firm.
April 2020 Miner & Kasch 100 U.S.-based AI and data
science consulting firm.
June 2020 Paladion 800 U.S.-based cloud-native,
AI-driven MDR.
July 2020 EcoAct 150 Paris-based carbon
reduction strategy
consulting firm.
July 2020 digital.security 250 Cybersecurity firm with
IoT specialty.
October 2020 Eagle Creek 250+ U.S.-based Salesforce
consulting company
October 2020 Edifixio 370 France-based cloud and
Salesforce consulting and
integration company
October 2020 SEC Consult 200+ Cybersecurity consulting
company
Source: Casewriters.
Note: Atos sold most of its stake in its digital payments business for approximately €1.5 billion in February 2020, and directed
the funds toward a long-term plan of pursuing about 10 “small” (e.g., €10 million) deals per year. Source: “Atos
completes the sale of a 13.1% stake in Worldline,” press release, February 4, 2020, on Atos website,
https://bit.ly/3250ScB, accessed August 2020.
Exhibit 4 Innovation Programs at Atos
Scaler In July 2020, Atos launched “Scaler, the Atos Accelerator.” The accelerator program
selected about 15 startups each year to help with product development and accelerate go-to-market
time. Girard said, “[. . .] Industry focus, Security, and Decarbonization have been key aspects in the
selection of successful startups and will become even more important criteria for our upcoming target
partners.”
BTICs After opening its first Business Technology and Innovation Center (BTIC) in 2012, Atos
operated nine BTICs around the globe by 2020. Companies attending a BTIC discussed needs and
challenges with Atos before visiting and, upon arrival, customers worked alongside Atos experts to
design digital solutions for their company.
Sources: “Atos launches open innovation accelerator program for startups and SMEs with strong industry focus,” press release,
July 7, 2020, on Atos website, https://bit.ly/3lz1z6V; for more on Atos’ BTICs, see Atos website, “Business Technology
& Innovation Centers,” https://bit.ly/3bdjdZ8; both accessed August 2020.
11
Nov 2024.
Endnotes
1 Mathieu Rosemain, “Atos finance chief to step up after CEO Breton’s EU candidacy,” Reuters, October 24, 2019,
https://reut.rs/2QwjGwk, accessed August 2020.
2 Rosemain, “Atos finance chief to step up after CEO Breton’s EU candidacy,” accessed August 2020.
3 “Atos wins Google Cloud Services Partner of the Year Awards for Europe, the Middle East and Africa for North America and
Maven Wave,” press release, April 6, 2020, on Atos website, https://bit.ly/2GID876, accessed August 2020.
4 “Accenture Announces Changes to Its Growth Model and Global Management Committee,” press release, January 13, 2020,
on Accenture website, https://accntu.re/31hQtef, accessed October 2020.
12
Nov 2024.

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9- 4 2 1 - 024

JAN UARY 8, 2021

Digital Transformation 2.0: CEO Elie Girard at Atos

Elie Girard’s Journey

Girard’s Digital Transformation Blueprint

2. Data privacy: ensuring customer data is protected.

Second, there is the decarbonization of software, which is tricky, because it is “soft”

Girard went on to explain that decarbonization as a digital transformation approach was

Reorganizing Atos by Industry

Calibrating for the Customer

Continuing Digital Certification Programs

Hiring and Acquiring Digital Talent

Radical Change Challenges

Leading Atos into the Future

Exhibit 1 Atos SPRING Reorganization: 3 Phases

Source: Company documents.

Exhibit 2 Atos Organizational Chart, 2020

Exhibit 3 Atos Acquisitions under Elie Girard

Date Announced Company # of Employees About

Exhibit 4 Innovation Programs at Atos

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