Changing culture: Inside Mondelez’s experiment

Can interacting with startups really change the culture at a large company?

The first time that Bonin Bough explored that question, while working for PepsiCo, “it was kind of a failure,” he says candidly. Bough created a competition called the PepsiCo10 which ran in the US, Brazil, and Europe, and which sought to create alliances with startups working on new approaches to digital marketing. But the beverage company discontinued the PepsiCo10 in 2013.

Bonin Bough, Mondel InternationalWhat Bough learned from the experience is that the real goal of an innovation initiative “isn’t just to launch pilots. The most important thing is delivering culture change.” Now at Mondelez International, the $35 billion maker of snacks like Oreos, Trident, and Ritz crackers, Bough says, “Our objective is to change the mindset of our marketers.” (Before it spun out in 2012, Mondelez International was part of Kraft Foods.)

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