Oreo & Chips Ahoy: How Mondelēz Maintains Relevance
- they stay relevant as they understand where culture is moving and act early.
- Drawing from leadership roles across Europe and the U.S., Koen talks through how long-term direction holds steady while short-term pressure changes week by week.
- Koen Burghouts is the president of sweet snacking at Mondelēz International, where he oversees brands that define modern snacking-including Oreo, Chips Ahoy, and Tate's.
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Flavor Forward: How Mondelēz Keeps oreo and Chips Ahoy Relevant
Brands don’t stay relevant because they are big. they stay relevant as they understand where culture is moving and act early. In this episode of The Speed of Culture podcast, Koen Burghouts shares how that thinking shows up inside Mondelēz brand strategy, especially as attention, taste, and behavior shift faster than annual plans can keep up.
Drawing from leadership roles across Europe and the U.S., Koen talks through how long-term direction holds steady while short-term pressure changes week by week. From how Oreo culture marketing earns participation, to why teams must experiment across channels without losing focus, he offers a grounded look at how big brands move with culture rather than chase it.
Koen Burghouts is the president of sweet snacking at Mondelēz International, where he oversees brands that define modern snacking-including Oreo, Chips Ahoy, and Tate’s. His career spans senior leadership roles at Procter & Gamble, danone, and PepsiCo, where he led global marketing, innovation, and new business progress.
Today, Koen brings that experience to shaping Mondelēz marketing strategy, with a focus on cultural relevance, future-back thinking, and execution at scale. He also serves on the board of trustees and strategic advisory council at the National Confectioners Association, contributing to the broader conversation about the future of snack brands.
Key Takeaways
[04:08] A Clear Direction Beats Perfect Planning – Koen explains why future-back thinking sits at the heart of Mondelēz brand strategy. Rather than reacting to what is loud today, teams get clear on what success must look like years from now and work backward from there. That shared direction helps marketing, R&D, and supply chain move together, not in silos. In a world shaped by fast-shifting consumer preferences, this approach provides a crucial anchor.
The importance of Future-Back Thinking
Koen emphasizes