For years, ABI had a reliable formula for bottom-line growth: mergers and acquisitions, economies of scale and cost efficiencies. It was process-driven, informed by techniques like Six Sigma, zero-based budgeting and incremental savings. It was buy, not build. But the headwinds were gathering: Critics pointed to an over-reliance on its global brands—Budweiser, Corona and Stella Artois—increased competition for the beer sector overall, and a lack of companies left for ABI to acquire. Analysts saw low potential for meaningful future growth. And it became clear that this defensive, process-driven mindset—buying up competitors to maintain an industry lead—had hindered its ability to identify creativity-led solutions to foster organic, top-line business growth. Studies from McKinsey and others have shown direct correlation between award-winning creative and market-share growth. But by 2017, ABI had won only two Cannes Lions and ranked number 27 in creativity globally. So it was time for profound changes. It was time to put people and creativity at the heart of the company. It was time to go from defense to offense, from process-focused to agile, from a focus on scale to a focus on the customer. And it was time to start building: its capabilities, its brands, its people.