According to The ConfidentialMcKinsey is entrusted with reviewing the defense group’s strategic plan.
The recently appointed boss arrives with his consultants
This “ réattribution » comes in a context of restructuring Indra’s governance. Having become president last April, à ngel Simón chose to approach McKinsey, a firm with which he had already worked when he headed the Agbar community services group.
Several meetings have already taken place between à ngel Simón and David González, a senior partner at McKinsey in Madrid specializing in the energy and infrastructure sectors. This leads the strategic thinking called to replace or reorient the plan « Leading the Future »developed with the support of BCG.
Since 2022, the firm has occupied a central place in defining Indra’s strategy. And the previous management teams were already working on the second phase of this plan, initially expected in spring 2026. The new president, however, decided to suspend the work in order to re-examine it before a presentation planned for the fall.
Indra, a national defense champion under state influence
The Indra group, which develops radars, military command systems, cybersecurity solutions as well as air traffic management technologies, is one of the main European players in defense, space and sovereign technologies.
In 2025, its turnover will reach 5.5 billion euros. The group employs 62 000 people in the world.
Indra is a strategic asset for the Spanish state. Its main shareholder today is the public holding company SEPI (Sociedad Estatal de Participaciones Industriales), with 25 to 28% depending on sources.
This sovereign dimension has been further strengthened in recent months, following tensions between the Spanish government and the former management of the group around several strategic operations (including the aborted integration of the Spanish industrial defense group EM&E).
After Telefónica, a new setback for BCG in Spain
At the end of 2025, the telecom operator – in which the Spanish state is present via SEPI with 10% of the capital – had ended a collaboration valued at more than 6 million euros after the unfavorable reception reserved by the financial markets for its new strategic plan.
BCG, directed in Spain and South America by Luis Barallat, had nevertheless mobilized significant resources for this project: according to El Confidential27 working groups, bringing together 182 professionals, including 154 external experts – mainly from the firm – participated in the development of the roadmap. While consultants often remain involved in monitoring the execution of the strategic plans they help to design, Telefónica chose not to extend the mission.
Note that BCG had previously taken over the Telefónica account from a certain… McKinsey, who was its historical advisor.
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