Vincent Maillard (Blonk): Gildas, thank you for joining us. To begin, could you introduce yourself and describe your role at Sodexo?

Gildas Bachelier (Sodexo): Of course! I’m responsible for the digital transformation of the Supply Management function at Sodexo. In numbers, that means overseeing €14 billion in purchases, working with over 150,000 suppliers, and managing millions of product references. It’s a massive amount of data and operations, spread across 40 to 50 countries. But we focus particularly on about 15 key countries that account for 95% of our purchasing volume. We’re a highly decentralized business, so many decisions are made locally. My role in the global function is to support these regions, offering expertise and working with them to co-create solutions. We don’t have a one-size-fits-all approach, so we have to adapt depending on whether we’re talking to India, France, or the U.S.

Vincent Maillard: That’s a huge responsibility! When it comes to digital transformation, both within Sodexo and in a broader context, what trends are you noticing? What should companies be focusing on?

Gildas Bachelier: The key word in digital transformation is “transformation.” Before even thinking about the digital aspect, it’s about change—transforming how people and organizations operate. In large, multi-country companies, the challenge comes from the complexity and diversity of services. Digital transformation isn’t just about shifting a business model or improving numbers on a P&L; it’s about fundamentally changing how individuals work.

That’s the heart of any transformation, whether digital or not. It starts with people. For example, in a company like Sodexo, where we operate in so many countries with different services, it’s crucial to get people to change how they work day-to-day. The technical side of digitalization has become more accessible thanks to the availability of platforms and tools—whether from established companies like Microsoft with Azure, or smaller startups. But in large enterprises, the real challenge is connecting these technical capabilities with the internal and external needs of the people who will benefit from the transformation.

Another trend I’ve observed is the rapid acceleration of digitalization. People who were involved from the beginning, 10 or 15 years ago, are still in the train, moving forward. But for many others who weren’t on board from the start, the train is now far ahead. We need to find ways to help those people catch up because there are still plenty of people out there who feel left behind by this technological shift.

Vincent Maillard: It sounds like the increasing availability of technology is improving the performance of those who already understand it, while potentially widening the gap for those less familiar. Would you agree?

Gildas Bachelier: Yes, I think there is some truth to that. But at Sodexo, we are very conscious of this gap, and we work to close it. Even within the company, we make sure that the digital transformation benefits everyone. Yes, there are gaps, but we focus on bridging them. I’ve found that a lot of resources are available for people who are curious and willing to learn.

It’s important to emphasize that it depends a lot on the individual’s attitude. At Sodexo, the biggest French employer, we recruit more than 50,000 people every year, and we have roles—like cleaning or maintenance jobs—that don’t require much technological skill. But we have systems in place, like training programs, to help these employees develop their skills.

Vincent Maillard: You’ve highlighted how important it is for digital transformation to be about people. How does this play out at Sodexo, especially in terms of ensuring that technology aligns with human needs?

Gildas Bachelier: In the past, digital was often synonymous with the IT department or “technology” in a silo. But today, digital has moved to the center of the business. It’s not just about experts in a backroom managing systems—it’s about how technology enables the business to create new opportunities and meet evolving client and consumer needs.

At Sodexo, we’ve integrated methodologies like agile development and design thinking. These allow us to bring together people from different parts of the business, and ensure that we’re considering multiple perspectives before developing solutions. We spend a lot of time on problem discovery—defining exactly what issue we’re solving—before jumping into a solution. This is where human-centered design comes into play.

For example, we use a framework called the Double Diamond, developed by the UK Design Council. The first part of this process involves opening up possibilities, asking broad questions to really understand the problem from different angles. Then, we narrow down the focus to define the core issue. The second part of the diamond involves opening up solutions, exploring different ways to tackle the problem, and then refining the best option. This approach allows us to include diverse perspectives and leads to more innovative, human-centric outcomes.

In addition to psychological diversity, cultural diversity is crucial. We operate across multiple countries, which requires what is often referred to as CQ, or Cultural Quotient. How can we truly step into the shoes of someone who naturally thinks differently due to their cultural background? We recently hosted a researcher who has extensively studied this subject. He pointed out that culturally diverse teams do not necessarily produce more innovative results. In fact, they may be less innovative if there is no recognition of their diversity. What drives success is not diversity alone but the conscious acknowledgment and acceptance of differences and the willingness to embrace otherness.

Nelson Mandela once said, “One of the things I learned when I was negotiating was that until I changed myself, I could not change others.” This is particularly relevant in digital transformation. Change is a two-way street. We won’t succeed in making changes if we aren’t prepared to relinquish certain positions and acknowledge that our initial perceptions may have been flawed. The process not only challenges others, but it also deeply affects me, allowing me to explore human possibilities I hadn’t previously considered.

Vincent Maillard: When you mentioned diversity, are you referring to more than just cultural or demographic diversity? How does that factor into your digital transformation strategy?

Gildas Bachelier: Absolutely. There are multiple types of diversity that we consider—cultural, psychological, and even temporal. For instance, within the same company, you’ll have people who are working towards different time horizons. Some leaders are already focused on what comes after the transformation; they’re looking beyond it, convinced of its benefits and driving the vision forward. Then, you have the operational teams in the middle of the transformation, who are balancing the current and future states and figuring out how to get from point A to point B. Finally, you have the people still working in the existing business model, focused on day-to-day tasks like hitting monthly targets and meeting immediate business needs.

It’s important to reconcile these different temporal perspectives.” You also need to consider psychological diversity. I’ve had a lot of training in this area, and it’s something we focus on at Sodexo. “Every transformation team needs a balance of psychological profiles: detail-oriented people, big-picture thinkers, process-driven individuals, and those who work more intuitively. I like to build teams with a variety of these traits because it creates a more effective dynamic.

On top of that, cultural diversity is critical. We operate in 45 countries, and working in a global context requires a high level of Cultural Quotient (CQ)—the ability to understand and adapt to different cultural contexts. “It’s not just about having diverse teams but recognizing and leveraging that diversity for better outcomes.”

Vincent Maillard: With this focus on diversity, how does Sodexo approach the growing role of data in digital transformation?

Gildas Bachelier: Data is central to everything we do now, and I believe that in the near future, we’ll see companies developing dedicated data departments in the same way that IT departments emerged in the 2000s. Data governance, data engineering, and data security are becoming increasingly specialized areas of expertise, and we’re seeing a growing need for people who can manage these aspects.
At Sodexo, we have over 1,800 systems globally, and one of our biggest challenges is ensuring that data flows smoothly between them. We need to make sure that data is clean, consistent, and secure—especially when we’re dealing with personal or sensitive information. This is where data engineers play a critical role. While data scientists are essential for building models and algorithms, the real heavy lifting often comes from the data engineers who ensure that the systems are connected, the data is accessible, and that everything aligns with our governance and privacy policies.
To put it simply, the majority of the work in a data project—around 98%—involves preparing and organizing the data, while only 2% is about building the actual algorithm. That’s why I see the demand for data engineers, analysts, and governors growing significantly in the coming years.

Vincent Maillard: It’s clear that data plays a huge role in the future of digital transformation. Do you have any final thoughts or recommendations for companies embarking on this journey?

Gildas Bachelier: My main advice would be to hire for curiosity and empathy. While technical skills are important, curiosity drives innovation, and empathy allows people to connect with the real needs of users, whether they’re clients, consumers, or colleagues. At Sodexo, we emphasize the importance of continuous learning, both internally and externally. I personally stay updated through newsletters and events, which take minimal time but keep me connected to what’s happening in the industry.
It’s also crucial to create an environment where employees feel empowered to experiment and learn. Transformation isn’t just about technology—it’s about people. We need to give our teams the opportunity to explore, try new things, and grow with the company. It’s through this combination of technical expertise and human insight that companies can successfully navigate digital transformation.
In conclusion, Sodexo’s digital transformation strategy emphasizes the critical role of people, data, and technology in achieving transformative initiatives and driving business outcomes. By leveraging digital technology, data analytics, and artificial intelligence, Sodexo is reshaping its operating model and optimizing its supply chain and business processes. These digital transformation initiatives not only improve customer experience but also provide a competitive advantage through real-time insights and problem-solving. Case studies of remote working and other transformative approaches highlight the importance of a data-driven approach to ensuring transformation success. Sodexo’s journey demonstrates how aligning digital technology with business transformation can unlock new levels of efficiency and customer service, positioning the company at the forefront of innovation.