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Even the aircraft parts were built at different locations. For example: nose sections are built in France, fuselages in Germany, wings in Great Britain and tails in Spain. And the final assembly were done in Toulouse (France). It unnecessarily increased the transportation cost, communication problems and foremost aspect time consumption.

There was a problem with regards to software and knowledge as well. The engineers in Germany and Spain used the older version V4 of the CAD program in order to design the wiring system, while the engineers in France and England used the newer version V5. This created trouble and delay while transferring the data because the some data was lost while transferring files from one system to another.

With regards to knowledge, French were familiar with the software while the Germans were not inexperienced compared to French. According to Hofstedes1 it seem that the French are more of individualistic in nature because they were least concerned about the training of its partner company's. Due to the lack of integration in engineering it resulted failure in execution.

When the HRM team was most needed to train the employees & communicate between them regarding the software problems, they were very busy with responding to the new legislation- such as those concerned with labour working hours and the French directive on rights of individuals to choose their own training. As the French are more type of individualism because of the preference towards centralised executive, they tend to first sort out their problems that made them busy in doing things which was not important compared to training problem. (Ian Stokes, 2006) 1; (Trompenaars, 1993; 8-11) 

The top managers were busy struggling for the senior position in the consortium and lobbying for influence. These lead political goals get in the way of project goals. From this it seems that that the top managers were very much individualistic in nature. They were more interested in getting the name an enjoy being superior in the organization. They seemed to be self-achievement oriented and least concerned about the problems going on in the company. This dispersed the decision making power which was most needed in problems like this. (Hofstede, 1991) 

All this problems lead to the delay in launch of Airbus A380 for two years that was scheduled to launch in 2006. Delay in delivery forced some airlines to cancel their orders. This gave them loss of euro 2 billion due that they had to make drastic cuts in the size of its workforce and closure of some plants, which in turn dented their image in the market.

Efforts taken by Airbus to tackle the issues.

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