Assessing Danone UK & Ireland’s internal landscape to develop a digital working vision and strategy

With digital technology a key enabler of Danone’s overall mission and business strategy, the UK & Ireland IS team asked Betterworking to help develop a vision and roadmap for leveraging digital tools to support improved internal collaboration, communication and ways of working.


Facing a complex picture of global and local initiatives and differing levels of technology adoption, Danone’s UK and Ireland IS team (DANiS) needed to understand their current landscape, define a future vision for digital working and set out the roadmap and role of the IS team to deliver this vision. The programme needed to both align with – and help shape – the wider global Digital Transformation strategy, with Danone UK & Ireland acting as a ‘pathfinder’ to develop and share best practice across Groupe Danone.

The initial requirement was to gather information and insights from stakeholders across the UK business units to build a clear understanding of the current situation and identify future opportunities and priorities for technology-enabled working, incorporating:

  • Strategic and operational requirements of the business at Global, UK and business unit levels
  • Strategy and plans for Digital Transformation at Global/Group, UK and business unit levels
  • Technology landscape for collaborative enterprise 2.0 and related tools (current and ‘direction of travel’)
  • Current levels of awareness and adoption of collaborative tools
  • Potential use cases to develop and deliver in subsequent phases

The data and insights gathered in this initial phase would inform the vision and roadmap for the programme. A further requirement was to engage with stakeholders in the business to raise awareness of the programme and identify champions to support the DANiS team in delivering the vision.


We developed a robust methodology for the initial discovery phase, incorporating a data capture process and analysis framework to gather inputs and generate the agreed outputs for the project.

The range of inputs included: strategic and operational business plans and priorities (both global and UK business unit-level); current landscape and future strategy for digital technology; current and planned initiatives (e.g. from HR) that might support the programme; and usage and awareness of existing digital tools.

These were captured primarily through one-to-one interviews and group workshops, supported by sessions at company events specifically designed to capture inputs and engage stakeholders, and through desk research to collate and distil existing information.


Our approach and methodology have shaped the digital working programme, providing focus for the many activities happening both within the UK business units and centrally through the DANiS team.

The events sessions we designed (including minute by minute itinerary and detailed facilitator packs) have been described as “extremely engaging” by delegates and having “great energy, attitude and breadth of thinking” by a senior sponsor. These events have provided rich insights to feed into the analysis model and generated awareness and engagement with the initiative.

The inputs gathered from stakeholders at different levels of the business (UK/global and senior/front-line) informed the development of the vision and strategy for Digital Working at Danone UK & Ireland, the roadmap to Danone’s digital future and the role of the DANiS team to deliver this.