Due to military security restrictions, interview recordings, photographs, and on-site documentation cannot be shared.
A 10-week industry consulting project delivered through the Common Mission Project in partnership with RAF Fylingdales and BAE Systems. Working in a team of three, we investigated communication challenges and developed an evidence-based strategy to improve internal communication.
Solving a communication challenge inside a defence organisation required far more than designing a digital solution. We spent ten weeks uncovering how information flowed across military personnel, contractors and support teams, validating assumptions through continuous stakeholder engagement before defining a strategic direction.
Activities
Reviewed the original problem brief and operational constraints.
Defined initial hypotheses to guide discovery.
Conducted online and in-person stakeholder interviews.
Visited RAF Fylingdales to observe existing communication channels.
Mapped communication touchpoints across military personnel and contractors.
Reached out to multiple RAF stations to compare communication practices.
Validated findings through weekly sponsor meetings.
Synthesised insights into strategic opportunities.
Discovery
Step 1. Initial Hypothesis
Before speaking with stakeholders, we identified assumptions about why communication was failing. These hypotheses gave the team a starting point while remaining open to being challenged through evidence.
Outcome
Existing communication channels were fragmented.
Contractors had inconsistent access to internal systems.
Important messages relied heavily on manual delivery.
Operational processes created communication bottlenecks.
Step 2. Stakeholder Mapping
Communication affected multiple organisations rather than a single user group. Stakeholder mapping helped us understand who created information, who distributed it and who depended on it.
Outcome
RAF leadership
Media & Engagement Team
RAF personnel
Contractors
This allowed us to prioritise interviews across different perspectives instead of focusing on a single user type.
Step 3. Beneficiary Diagram
Rather than asking "Who uses the system?", we asked "Who benefits—or is affected—by better communication?"
Outcome
The diagram revealed communication dependencies between RAF personnel, contractors and media teams, highlighting that improving communication would positively affect operational coordination across the entire base.
Step 4. Archetypes
Not everyone experienced communication challenges in the same way. We developed behavioural archetypes to understand different motivations, constraints and communication needs across the organisation.
Outcome
The archetypes helped us compare the needs of RAF personnel, contractors and media teams when evaluating potential solutions.
Step 5. Mission Model Canvas (MMC)
The Mission Model Canvas is a strategic planning framework used within mission-driven organisations to understand objectives, beneficiaries, operational constraints and success measures before proposing solutions.
Outcome
Using the MMC aligned our team around the mission rather than jumping into technology, ensuring recommendations addressed organisational goals, stakeholder needs and implementation feasibility.
Step 6. Insight Synthesis
After analysing 52 interviews, four themes consistently emerged.
50% — Identified the contractor–MODNet divide as the biggest communication barrier.
36% — Preferred face-to-face communication because it was perceived as more reliable for urgent information.
32% — Reported frustration with fragmented communication channels across different platforms.
Operational Findings
Fragmented communication channels
Limited digital infrastructure and outdated tannoy systems
Operational barriers caused by shift patterns and distributed working
Human factors, including engagement and communication behaviour
Solution Strategy
Turning Insights into Action
Our research showed that no single tool could solve the communication challenge. Instead of introducing a completely new platform, we developed a low-cost strategy that strengthened existing communication channels while addressing operational, technical, and behavioural barriers.
All-in-One Communication
Improved Microsoft Teams by organising channels, increasing accessibility, and introducing ChatMOD summaries to reduce missed information for shift workers.
Digital Signage Improvement
Enhanced existing digital signage with more frequent updates, building-specific content, and QR codes to encourage feedback and improve engagement.
Engagement Programme
Introduced an "Eyes Up" campaign to encourage stronger communication habits, increase participation in social events, and improve information sharing across the base.
Roadmap
Why this roadmap?
Instead of implementing every idea, we evaluated each proposal based on cost, infrastructure requirements, stakeholder value, and implementation feasibility. This helped us prioritise practical, low-cost improvements while identifying longer-term opportunities that required greater investment.
Phase 1. Quick Wins
Focused on improvements that could be delivered with minimal infrastructure changes while creating immediate value.
Phase 2. Communication Optimisation
Strengthened existing communication channels instead of introducing a new platform.
Phase 3. Engagement & Adoption
Encouraged long-term behavioural change through communication and participation.
Phase 4. Scale & Sustain
Prepared the solution for wider adoption across the organisation.
Outcome
The project concluded with a strategic recommendation presented to RAF personnel, BAE Systems and the Common Mission Project.
Our work demonstrated how structured discovery, stakeholder collaboration and evidence-based decision making can transform complex organisational challenges into practical implementation strategies.
Although the solution was not implemented during the programme, the project strengthened my experience in product discovery, stakeholder management and strategic problem solving within a highly regulated environment.
"This project changed how I think about products. I learned that solving the right problem matters more than designing the perfect solution. Working alongside RAF personnel, industry mentors from BAE Systems, and a diverse group of stakeholders reinforced that successful products begin with understanding people, aligning organisations, and making informed decisions—not simply building technology."
