ready. That also rolls into the second quarter as we start to prepare for the summer selling season. But nothing has slowed down. Nothing has fallen off. If anything, I would say that things have increased and picked up, and trying to respond to competition is driving things to move even faster. Initiatives for us are year-round and happen at any time. We have an annual planning cycle that we follow, but we’re responding a lot to the landscape and the competitive environment in which we work. Priorities can shift, change, and adjust to respond to external environmental factors. You must be aware of what is going on and then you must be able to respond and react accordingly. You must decide if this is going to cause us to alter and shift our priorities. Years ago, when White Claw was first introducing seltzers into the marketplace, we saw that significant rate of growth, and this shift happening from consumers. Suddenly younger consumers were moving away from beer to harder seltzers. Within two weeks, we quickly said, “What equity do we have in our portfolio and how can we respond?” And within six months of seeing that first immersion of White Claw, we responded with High Noon seltzer. But it was because we were able to take a step back, realign our priorities,
and then pivot very quickly that we were able to do that. “Improvements within the innovation field start with building the right mindset, having the right talent pool, and helping people think about innovation and what it means to be an innovator.” ADJUSTING TO DISRUPTION Improvements within the innovation field start with building the right mindset, having the right talent pool, and helping people think about innovation and what it means to be an innovator. It’s a team sport. You need help from all your cross-functional partners to
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