• …and unspoken cultural queues and behaviors that enable or slow work? A thorough, company-wide study was conducted to gain insight from a range of perspectives, from senior management to those on the front line.

• Co creation: the organization will more likely embrace change that they helped create. Not only were a host of cross-functional workshops conducted over time, but task teams were established to identify and implement change. 

• What worked there may not work here: While a similar function existed at other companies that my colleagues or I previously worked, I wanted it clear that we can not necessarily lift and apply. While we should learn from what other businesses, we need to create a solution bespoke for Beam Suntory’s culture and value-chain to ensure success. 

• Quick wins, long-term vision: sustaining change rarely happens over night, though it was important to have evidence that implemented changes were netting results early in the process. This was a consideration point once Action Areas were identified and resources were being allocated.

To bring this process to life, the images below reflect the five Areas of Opportunity / Work streams and the Action Items under each that were in turn assigned to cross functional working groups and their progress was followed over the balance of the year.

THE RESULTS

In 2017-2019, multiple initiatives were implemented to continually build and evolve the Integrated Marketing discipline and group. When evaluating progress through a company-wide annual survey, indicators across all measures (creative output, effectiveness, operational efficiency, increased value to market, etc) were in the top quartile.