Case Study: Coca-Cola Company Request a Quote


It was in the news: Coca-Cola Company was under fire. For starters, Coke was missing a strong message for sustainable practices. But there was something more going on. Coca-Cola's market share was dropping. Their relationships were suffering from the inside and out. Their employees, their customers, their bottlers, and their vendors were disconnected from the company's mission.

Coca-Cola, one of the most successful companies in history, was missing a strategy for growth. Inappropriately, bottlers were managing resources. When pressed, employees were having difficulty understanding their roles at the company. Company-wide, morale was spiraling downward.


Coca-Cola management realized they had to do something very big to uncover what was going wrong. They knew they had to re-build the company. But how? Coca-Cola reoriented themselves to growth and sustainability by promoting a shift in their culture.

1st step: Coca-Cola partnered with McKinsey to help create a manifesto for growth. idea360 was hired by Coca-Cola to help McKinsey coalesce, unpack, and inspire important Aha! moments — breakthrough realizations — to forge a Manifesto for Growth that would inspire the major shift in the company culture.

2nd step: While reams of information were available in printed form, a snapshot was needed to peer into the Coca-Cola mirror so leaders could better define company relationships, rebuild the culture, and re-inspire the brand.

3rd step: Coca-Cola needed to help people distinguish between its heritage brand and its additional brands in markets all around the world.

The first stage of the two-year project began by partnering with a leadership team from McKinsey. idea360 then created six 4 ft x 8 ft maps. The core leadership team began the change journey by reflecting on the information and essential findings contained in the graphic maps.


idea360 maps were used as tools throughout the two-year process to communicate the thoughts, needs, and ideas of Coca-Cola employees. The idea360 maps fueled and focused conversations within the company, allowing leadership and the employees to step away, evaluate, and then see the big picture. Responding to the visuals, employees were then able to work toward solutions.

The idea360 maps revealed the big picture to Coca-Cola, helping build their Manifesto for Growth, which produced a new emotional and logistic framework of the company and a way to fulfill the mission and vision of the organization.

idea360’s Mapping Helped Coca-Cola win an Important HR Award

SHRM 2007 Human Capital Leadership Award Winners Announced

Excellence in Organizational Strategy Business Editors/Human Resources Writers ALEXANDRIA, Va. -- (BUSINESS WIRE) -- Oct. 11, 2007 -- Three organizations and a corporate human resource (HR) leader were recognized today by the Society for Human Resource Management (SHRM) as the winners of the 2nd Annual SHRM Human Capital Leadership Awards(R). The awards program recognizes HR leaders and programs for excellence in developing and executing organizational strategy. Winners were recognized at the SHRM Strategic HR Conference in Tampa.

The SHRM Human Capital Leadership Awards recognize excellence in four categories: three awards honoring exemplary HR departments -- Innovative Business Solution Award, Competitive Workforce Award and Strategic HR Leadership Award -- and the Human Capital Business Leader of the Year Award, recognizing a senior HR leader.

Strategic HR Leadership Award Winner

The Strategic HR Award Leadership Award is presented to a human resource department that plays a key role in driving performance by leveraging organizational human capital and demonstrating how HR aligns with corporate strategic goals.

— The Coca-Cola Company, Atlanta, Ga., for its "Manifesto for Growth." The Coca-Cola Company's 71,000 employees embarked on a journey inspired by the desire for sustainable growth. Manifesto is the company's strategic initiative to reinvent itself and reinvigorate growth through the partnership of senior leaders, human resources, and aligning and leveraging the power of their global network.

*Map co-created with Julie Primozich