The Challenge

The challenge was not simply to explain the new structure.

Kellogg’s needed people across Sales, Marketing and Operations to understand how the new way of working would operate in practice, why it mattered to customers and the business, and what it meant for their own role.

The aim was to create a common understanding and language across the region, while building the belief and commitment needed to make the new model work day to day.

The Solution

INVOLVE took the draft strategic way of working and transformed it into eight immersive, culture-changing live experiences, reaching 1,500 Sales, Marketing and Operations Managers across the region.

The programme focused on three things: the value of the new model to customers, to the business and to each individual role.

The experience began with an interactive exercise designed to create an open and honest conversation about the strategic change journey, helping employees understand where the business had come from, why change was needed and what the new model was intended to achieve.

Participants were then introduced to the Perfect Retail Group, a fictional multinational grocery retailer looking to expand into Europe.

Kellogg’s teams were challenged to prove themselves as the retailer’s “perfect supplier”, using the new way of working to respond to a realistic commercial brief.

The challenge took participants through the full model — from developing a Great Insight, through to creating the Perfect Store in Each Country, before culminating in a high-energy pitch to real customers.

Turning strategy into behaviour

Rather than explaining the new operating model through presentations, the programme gave people the opportunity to experience and practise it in a realistic commercial setting.

Teams had to collaborate across functions, make decisions using the new model and see directly how the new way of working could create better outcomes for both customers and the business.

This moved the conversation from simply understanding the strategy to working differently together.

The Results

The programme created a common understanding, language and purpose around Wired to Win, helping unite teams across the region both emotionally and practically.

Across all evaluation questions, the proportion of participants responding “agree” or “strongly agree” increased from 78% before the programme to 96% afterwards.

At the same time, negative responses fell significantly, with “disagree” or “strongly disagree” dropping from 22% to just 4%.

The programme also generated 100+ new strategy-related ideas, giving employees a direct role in shaping how the new way of working could be applied across the business.