The Main Ingredient of Change

When Campbell Soup Co hired a new CEO in 2011, it was apparent the 145-year-old company needed to embrace change. Campbell thoroughly assessed the new consumer demographics and behaviors, global economic realignment, and digital revolution profoundly changing the food industry. It studied the evolution of packaged fresh foods in response to health and wellness trends and the expansion of e-commerce and other channels beyond grocery. Campbell determined it had a dual mandate: to strengthen its core business with existing consumers while also expanding into faster-growing spaces to attract new consumers. So Campbell executives set out to remake the company's "play it safe" culture and empower employees to think bigger and act more boldly. Campbell also built a new performance management system that encourages employees to take responsible risks and set ambitious goals.