CGI
CGI Company Culture & Values
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
What's the company culture like at CGI?
Strengths in ownership identity, collaboration, and inclusion are accompanied by challenges related to workload variability, process heaviness, and perceived inequities in advancement and pay. Together, these dynamics suggest a broadly positive, values‑led culture whose day‑to‑day experience is highly contingent on business unit, client account, and local leadership.
Positive Themes About CGI
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Accountability & Ownership: Employees are invited to become owners through share purchase and profit participation, reinforcing stewardship and shared outcomes. The use of “member/partner” language and a formal Constitution signals clear expectations of personal responsibility and voice.
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Collaborative & Supportive Culture: Colleagues are often described as friendly, helpful, and mentoring, with teamwork across local and global groups. Well‑being initiatives, resource groups, and inclusion programs foster a supportive environment where people can belong.
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Recognition, Pride & Shared Success: Workplace recognitions and an owner model that shares results contribute to pride and a sense of appreciation. Community involvement and structured acknowledgment of contributions reinforce feeling valued beyond immediate project work.
Considerations About CGI
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Workload & Burnout: Client‑driven timelines can create heavy workloads on some accounts, straining balance and energy. Workload spikes coexist with otherwise flexible arrangements depending on assignment and local leadership.
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Bureaucracy & Red Tape: A process‑heavy, conservative environment can feel slow or hierarchical, limiting agility for those seeking rapid change. Emphasis on KPIs and standardized governance can overshadow people needs in some contexts.
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Favoritism & Inequity: Perceptions of uneven promotions, visibility, and compensation across accounts and regions raise consistency concerns. Manager and project dependence can shape advancement and recognition in ways that feel inequitable.
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