Context.

Unilever is a leading company in the consumer goods industry. It was founded in 1929 through the merger of Lever Brothers from the United Kingdom, known for soap production, and the Dutch Margarine Unie, focused on margarine. Today, Unilever generates approximately €54 billion in global revenue and is known for iconic brands such as Dove, Knorr, Lipton, and Ben & Jerry’s.

In 2022, Unilever made a bold move to embrace Agile principles at the enterprise level to accelerate and sharpen the execution of its global strategy. With over 400 brands in 190 countries and more than 127,000 employees, the company recognized the need for a fundamental shift in how it organized itself and set priorities.

Ruud was part of the internal Unilever team that helped design and roll out this transformation on a global scale. The initiative focused on four key pillars: ruthless priority setting, quarterly business reviews, empowered teams, and a leadership culture rooted in transparency and adaptability.

Insight.

Although Agile practices were already being used in various parts of Unilever, they lacked cohesion and strategic alignment. These fragmented initiatives did spark innovation, but they failed to generate impact at the enterprise level. Under the leadership of CEO Alan Jope, the executive team recognized that a new organizational structure alone would not be enough. What was needed was a way to make sharper choices, align teams around customer value, and respond more quickly to market shifts.

Agile, once seen as a methodology for tech startups, proved to be highly relevant for large organizations like Unilever—especially those grappling with complexity, slow decision-making, and unclear priorities. By elevating Agile principles to the enterprise level, Unilever aimed to reduce internal friction, focus on high-value initiatives, and empower teams to deliver faster and more effectively

Activation.

Unilever introduced an approach based on four pillars:

Ruthless prioritization:
By using OKRs (Objectives and Key Results), it became clear which goals truly mattered. These goals were translated from business groups to regions and teams, so that everyone understood how their work contributed to the bigger picture.

Quarterly reviews:
Instead of relying solely on annual plans, a rhythm of quarterly reviews was introduced. Leaders reflected on progress, lessons learned, and necessary adjustments. This created focus, ownership, and a continuous learning process.

Dedicated teams:
Employees were brought together in multidisciplinary teams that worked long-term on priority goals. These teams were supported by Agile coaches and developed into strong units with a clear mission.

Leadership and culture:
Agile coaches worked closely with senior leaders to guide them in their new role: providing direction while allowing space. Teams were given more autonomy, which led to greater engagement, energy, and innovative strength.

Impact.

The results of this transformation have been strong. Categories and teams now work with greater focus, speed, and ownership. The organization has become more agile and better equipped to respond to customer needs and market developments.

What began as a structural change evolved into a cultural transformation. Unilever demonstrates that enterprise agility is not a passing trend, but a powerful way to bring strategy to life—with focus, flexibility, and trust as its foundation.