Warner Bros Discovery logo

Building a Connected, Empowered Workforce Across 50+ Countries

Transforming how 35,000 WBD employees connect, learn and work through modern SharePoint experiences, Power Platform innovation and enterprise-wide Copilot adoption. From digital workplace design to AI governance, Silicon Reef is helping WBD create simpler, more connected ways of working at global scale.

Work Timeline

Industry

  • Media & Entertainment

Technology

  • SharePoint Online
  • Beacon
  • Power Platform
  • Copilot Studio
  • Microsoft Copilot
  • Viva Connections
  • Viva Engage

Department

  • IT
  • HR

Size

  • 50+ countries
  • 35,000 employees
With improvements across key sites and platforms, employees now have a clearer path to the tools and information they need โ€” helping teams across WBD stay informed, work smoothly and stay connected.

Iโ€™ve been working as a SharePoint developer for 17 years, and itโ€™s the first time Iโ€™ve seen something that I can see how itโ€™ll make my life easier.

Dorie Stewart

Senior Business Analyst

A screenshot of WBD SharePoint site, demonstrating the Power Platform CoE

Simple to navigate. Easy to trust. Designed for everyone at WBD.

Warner Bros. Discoveryโ€™s journey with Silicon Reef began with improving SharePoint experiences for Learning & Development, creating clearer, more engaging sites that set a new standard across the organisation.

As the relationship grew, so did the scope. Together, we established a Power Platform Centre of Excellence to give thousands of makers the governance, guidance and confidence to build solutions safely at scale.

Today, those foundations are supporting the next stage of WBDโ€™s digital workplace journey. Microsoft Copilot and Copilot Studio are now part of the same joined-up approach to governance and enablement, helping WBD scale AI adoption while maintaining the security, structure and oversight needed across a global organisation.

Modernised Leadership Hub

1 outdated site โ†’ 1 clear, structured experience

Leading WBD redesigned using modern SharePoint and Beacon templates

Employees Supported

35,000+

Teams across studios, networks and corporate functions now accessing clearer, more consistent tools
Power Platform Enabled

30,000+ employees

Enabled with Microsoft Power Platform licences across WBD

Active Maker Community

1,400 registered makers

ย With more than 200 employees developing applications every week

Copilot Adoption
18,568 monthly active users

ย Microsoft Copilot adoption continues to grow across WBD following a rollout of around 30,000 licences

AI Innovation

5,730 agents created

ย Through Microsoft Copilot technologies, supported by WBD’s wider governance approach

Governed Innovation

100% compliance

ย For newly created applications within the governance framework

Business Value

$1.5m estimated savings

Over four years through WBD’s Power Platform programme
โ€œSilicon Reefโ€™s work with Warner Bros. Discovery shows whatโ€™s possible when Microsoft Power Platform is deployed thoughtfully at enterprise scale. By pairing strong governance with a peopleโ€‘centered approach, this Center of Excellence has accelerated adoption, empowered thousands of makers, and delivered measurable business value. This is exactly how sustainable innovation happens, through platforms that are well governed, inclusive by design, and brought to life by partners like Silicon Reef who truly understand the media and entertainment industry and their customers.โ€
Kathleen Mitford

CVP, Global Industry Marketing, Microsoft

The Four Pillars of the WBDโ€“Silicon Reef Partnership

These four pillars reflect the breadth of Warner Bros. Discoveryโ€™s digital evolution. Demonstrating a confident, forwardโ€‘looking shift toward simpler, more connected and more empowering ways of working. Each pillar represents a deliberate investment in improved employee experience and organisational capability.

Evolving SharePoint Experiences for L&D & People Teams

WBD began strengthening key SharePoint environments across Learning & Development and People & Culture, refining site experiences to make them more intuitive, consistent and aligned with how employees engage with content day to day.

Using Beacon templates and modern design principles, these enhancements created a clearer structure and an improved experience that now informs a wider approach to SharePoint excellence across the organisation.

A Unified Microsoft 365 Front Door with Viva Connections

As WBD continued to embrace modern tools, the vision emerged for a single, trusted destination that brings together Microsoft 365 guidance, product updates, training and support.

The Viva Connectionsโ€“powered Collaboration Hub is designed to simplify the everyday experience. Helping employees navigate tools confidently, integrating support from systems like ServiceNow and creating one recognisable home for learning and digital enablement across regions.

Viva Connections

Power Platform Centre of Excellence (CoE)

With more than 30,000 employees enabled with Power Platform licences, WBD established a Centre of Excellence to give makers the freedom to innovate while maintaining the governance needed at enterprise scale.

We helped bring platform management, environment strategy, security, lifecycle management and maker enablement into one operating model. Today, more than 1,400 registered makers are building solutions across WBD, with 100% of newly created applications operating within the governance framework.

 

This work is detailed further in the full Power Platform case study.

 

Scaling Copilot & AI Responsibly

Building on the foundations established through the Power Platform Centre of Excellence, WBD has expanded its approach to include Microsoft Copilot and Copilot Studio.

Copilot Studio solutions sit within the same governance model as Power Apps and Power Automate, giving WBD a joined-up way to support AI innovation while maintaining clear policies, approval processes and lifecycle standards.

With 18,568 monthly active Microsoft Copilot users and 5,730 agents already created through Microsoft Copilot technologies, the focus has moved from preparing for AI adoption to enabling it securely and at scale.

Microsoft Copilot

Timeline

2024
Feb 2024
Scoping a Clearer Path

 

Warner Bros. Discovery (WBD) began by defining what โ€œgoodโ€ should look like across their internal platforms. Particularly around leadership resources and SharePoint standards.
This early phase established shared goals across People & Culture, Learning teams and IT, creating a unified direction for the improvements that followed.

 

2024
Spring - Summer
Elevating the WBD Experience

 

Attention turned to the leadership development site used by thousands of people managers. The focus was on clarity, structure and ease of use โ€” modernising layouts, simplifying how information is accessed and ensuring the site better reflected the quality of the learning materials it houses.
Beacon templates helped create a more consistent and recognisable design, setting a new benchmark for internal sites.

 

2024
Midโ€“Late 2024
Enhancing People & Culture / Learning & Development Hubs (SharePoint)

As the foundations strengthened, Silicon Reef worked closely with WBDโ€™s L&D and People & Culture teams to improve wider HR and development hubs. This included refining content structure, modernising site experiences and ensuring employees had consistent, dependable access to career development and people management resources across regions.

This work established design and content standards that continue to support WBDโ€™s long term digital workplace strategy

2024
Midโ€“Late 2024
Envisioning a central Collaboration Hub

WBD explored how to bring Microsoft 365 guidance, updates and support into one place. A vision for a Viva Connectionsโ€“powered Collaboration Hub was introduced.

The Hub serves as a single, trusted destination for Microsoft 365 learning, product updates, case studies and tool support. Helping employees choose the right tool for the task and smoothing transitions from legacy platforms into approved WBD applications. Integrated content from systems such as ServiceNow ensures employees can easily find help, log tickets and access updated guidance.

This Hub is designed to simplify the technology landscape and create a unified experience for all regions and business groups.

2024
Late 2024
Strengthening Learning & Career Resources

 

Work expanded to support the ‘MyCareer’ WBD site and wider Human Resources and Learning & Development resources.
This included helping internal teams shape content, improve site structure and plan future enhancements. Ensuring employees could access dependable career and development guidance in one place.

 

2025
Early 2025
Preparing for Structured, Responsible App Creation

 

With more than 30,000 Power Platform licences in place, WBD began shaping a more guided approach to how apps are built and maintained. This created an opportunity to support innovation while ensuring teams had clear guardrails, helping them use the platform confidently and safely.

 

2025
June 2025
Launching the Power Platform Centre of Excellence

 

A formal kickโ€‘off brought together technical leads, app makers and governance stakeholders to define how the Power Platform Centre of Excellence would guide and support WBDโ€™s growing maker community.

Workshops introduced simple, practical practices for oversight, measurement and onboarding โ€” giving teams a clear path for building solutions that fit the organisationโ€™s standards, use data responsibly and align with wider business goals.

This work is detailed further in the full Power Platform case study.

โ€œSilicon Reefโ€™s work with Warner Bros. Discovery shows whatโ€™s possible when Microsoft Power Platform is deployed thoughtfully at enterprise scale. By pairing strong governance with a peopleโ€‘centered approach, this Center of Excellence has accelerated adoption, empowered thousands of makers, and delivered measurable business value. This is exactly how sustainable innovation happens, through platforms that are well governed, inclusive by design, and brought to life by partners like Silicon Reef who truly understand the media and entertainment industry and their customers.โ€

Kathleen Mitford,
CVP, Global Industry Marketing, Microsoft

 

2025
July-December 2025
Embedding Governance & Community Support

The CoE began to take shape across regions, with environment strategy, DLP controls and connector policies introduced to support responsible app development.

A Champions community was launched. Giving makers a space to share ideas, learn from each other and surface early successes. This strengthened confidence and built momentum around the platform.

 

2025
December
Capturing & Sharing Progress Internally

To bring visibility to the yearโ€™s work, WBD created a series of internal summaries and stories that highlighted key milestones across the SharePoint improvements and the Power Platform Centre of Excellence. These updates helped teams understand what had been achieved so far and reinforced the organisationโ€™s direction as it moved into the next phase of employee innovation.

2026
January
Preparing a Copilot Centre of Excellence

 

WBD begins shaping a Copilot CoE: clear useโ€‘case patterns, data access boundaries, responsibleโ€‘AI guardrails, measurement and change plans. Maker guidance and โ€œhowโ€‘toโ€ content are readied for the Collaboration Hub so people can adopt Copilot in the flow of work.

 

 

2026
Scaling Copilot & AI

From AI Readiness to AI Adoption

With strong governance foundations in place, WBD expanded its focus to Microsoft Copilot and AI-powered experiences. Around 30,000 Copilot licences have now been rolled out, with 18,568 monthly active users and 5,730 agents created through Microsoft Copilot technologies.

By bringing Copilot Studio into the same governance model as Power Platform, WBD is creating a more joined-up approach to apps, automation and AI across its global organisation.

One accuracy point: the current case study describes the Copilot licence rollout as โ€œrecentโ€ but doesn’t explicitly date it to 2026. So if this is going live now, I’d either confirm internally that 2026 is correct, or label this sectionโ€œLatestโ€ rather than assigning a year.

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