Nestle's concept of an "intelligent CDP" isn't primarily about AI. It's about the human intelligence driving the system—the strategy, vision, and purpose. The technology is a tool, but its effectiveness depends on skilled people thinking critically about its application to achieve business goals.
For a legacy company like Nestle, the business case for data unification and digital tools is not a one-time approval. It's an ongoing process that must be defended every quarter and year. This treats digital investment as a continuous commitment that must consistently prove its value, not a project with a defined end.
Before implementing a CDP or any digital tool, a brand must first establish two foundational elements: a long-term vision (the "what") and a core purpose (the "why," focused on customer value). The technology is merely a vehicle. Without these guiding principles, even the most advanced platform will fail to deliver meaningful results.
The team moves beyond surface-level KPIs like open and click rates. They measure success by its contribution to broader business objectives: generating more value with less cost and investment. This focus on operational efficiency ensures marketing activities are directly tied to tangible financial outcomes and long-term customer value.
Nestle avoids a rigid top-down approach by fostering a "hive mind" mentality. While a global strategy exists, local markets like Brazil and Mexico have autonomy to adapt to their unique cultures. The key is constant cross-market communication, where teams share successes and failures to ensure everyone evolves together.
True agility isn't just about sprints; it's psychological. By breaking massive projects into minimal viable products (MVPs) or small features, the team creates a steady stream of "quick wins." This builds a sense of progress and happiness—a "dopamine type of reward"—that keeps the wheel of innovation turning and prevents teams from getting bogged down.