Stella Artois is a Belgian pilsner with an ABV of 4.6 to 5.2 percent, that was first brewed in 1926 in Leuven, Belgium by Dutch: Brouwerij Artois (‘Artois Brewery’). A 4.8 percent ABV variant has been sold in the United Kingdom, Ireland, Canada, and Australia since 2008. In the United Kingdom, Stella Artois has earned the moniker “wife beater”, as a result of a perceived connection between binge drinking and domestic violence towards women. According to Stella Artois’, Global Vice- President Tim Ovadia, people are the key differentiating factor that sets AB InBev apart from its competitors. With this in mind, he suggests that marketing leaders should encourage or motivate employees to adopt a “ownership mindset or mentality” by giving them autonomy. Good modern marketing leadership includes strategic agility, modesty and a diverse team, Ovadia spoke at Advertising Week Europe. Modern leaders should focus on creating a “psychologically safe” community in order to become a “magnet for diverse talent,” which is essential for creating “high-performing cultures.”
“Diversity thrives in an atmosphere where people feel comfortable mentally. What does this imply? It entails a climate in which people are free to speak up, exchange ideas, and take risks,” Ovadia explained. “At AB InBev, we have a saying that says you can be tough on the issue you’re trying to solve but not on your employees. And I think it’s a powerful thing when they feel that way.” When asked how he motivates and engages younger employees, Ovadia noted that they are the most likely group to react positively to flexibility and autonomy, which helps to foster an “ownership mindset” within the ranks. “A commanding leadership and management style leads to enforcement, but not to commitment. Autonomy, in my opinion leads to commitment. Gen Z, in particular seeks more autonomy and independence in the workplace and in their professions”, according to Ovadia. “We feel as if getting what they want is almost their birth right. They want more flexibility in terms of where they work, when they work, and how they complete their tasks.”
In terms of the marketing industry’s identity, Ovadia does not believe it is going through a “identity crisis” as it navigates this “incredible” time of change. He cited issues that marketers face, such as advertisement models being “threatened” by the rise of subscriptions and streaming, Amazon being the “T-Rex” of retail, and YouTube stars replacing celebrity endorsements as examples. Older marketers learned the four Ps of marketing in school, but Ovadia says the industry now feels like it needs a new coursebook every year and marketers can never have a “set and forget” mentality.
“While it is exciting for the industry as a whole, it is frightening for us as individuals and human beings because we dislike change. And we (leaders) must figure out how to make change sound natural to our people so it will become the norm. That will necessitate a different kind of leadership,” Ovadia explained.
