How A Top Company Used Generative AI To Reinvent Culture And Innovation
In March 2023, Coca-Cola launched its 'Create Real Magic' month-long campaign to reimagine the role of generative AI at work. The company partnered with OpenAI and Bain & Company and asked digital artists from around the world to use AI to remix iconic Coca-Cola visuals. Thousands of submissions poured in, each one reflecting a personal take on the brand's timeless identity. Coca-Cola showcased many of the AI-generated creations on large digital billboards in Times Square and Piccadilly Circus. It was a creative invitation that allowed the public to participate in storytelling, putting the brand's legacy assets, like the contour bottle, into the hands of everyday creators. The campaign officially ran through the end of March 2023, but it opened a much broader conversation about how generative AI can influence not only marketing but also corporate culture, innovation, and leadership strategies.
The experiment was a success. Coca-Cola proved that inviting public collaboration can generate global engagement. People around the world helped shape the brand. That level of inclusion helped deepen emotional investment and positioned the company as forward-thinking without letting go of what made the brand special.
Coca-Cola also learned that using AI can speed up content production significantly. What would traditionally take weeks to produce could now be created in days or even hours. That gave marketing teams more flexibility and made it easier to test creative ideas in real time.
Still, speed doesn't automatically equal success. The company released a holiday commercial in late 2024 that was entirely AI-generated. Many viewers found it lacked the heart and warmth Coca-Cola ads are known for. Some called it 'dystopian,' and others said it felt off. AI can often feel that way, but Coca-Cola defended the effort as an experiment in blending human and AI creativity. The response highlighted something important: consumers may enjoy AI-driven content, but they still expect brands to feel human.
Coca-Cola's experience points to a deeper layer of strategic reflection that many companies overlook. Leaders planning their own generative AI initiatives should embrace curiosity and consider these questions:
What internal capabilities do we need to build first? Before the campaign ever launched, Coca-Cola had already begun training internal teams, building literacy in generative AI tools, and partnering with experts. Integrating AI has to be part of the culture.
What creative processes should still belong to humans? Coca-Cola chose specific assets to be AI-enhanced but didn't overhaul everything. They were careful about when and where generative AI could contribute. That's a critical balance. Not every part of your business should be automated, and not all content should be generated.
Are we prepared for legal and ethical questions? This is often one of the trickiest aspects of working with AI, especially when it comes to intellectual property, data use, and contributor rights. Coca-Cola retained ownership of the generated content and made it clear that submissions were for non-commercial personal use only. That clarity matters. It sets expectations and protects the brand.
Does this align with how people emotionally experience our brand? This is where perception plays a powerful role. If a campaign creates scale but feels hollow, it can damage long-term trust. The goal of using generative AI should be to enhance connection and maintain authenticity.
The campaign had a noticeable effect internally. Coca-Cola used the campaign to create new momentum around digital transformation. It sparked excitement across departments and gave HR a chance to work on upskilling.
Teams were encouraged to experiment with AI, apply it to their own roles, and explore what it meant for the future of work. HR played a central role in coordinating training, managing the ethical rollout of new tools, and supporting change management across departments.
It also influenced Coca-Cola's employer branding. Showcasing this kind of innovation made the company more attractive to creative and tech-savvy talent. Candidates began to see Coca-Cola not only as a legacy brand but as a place where modern ideas could thrive.
There are real, practical steps HR teams can take to get ahead of these opportunities. Coca-Cola didn't wait until the campaign was public to get HR involved. Other companies can do the same by focusing on five key areas.
Start by building a culture of curiosity. Encourage teams to explore, ask questions, and experiment with AI in safe ways. One effective method is to assign team members to try out different AI tools, then present findings in casual peer-sharing sessions. It lowers the barrier to entry and raises comfort levels.
Partner with legal to set clear internal guidelines. People need to know where generative AI can be used, what data is off limits, and how to maintain transparency. HR is in the best position to co-author these boundaries and help teams apply them.
Offer fluency training that focuses on how AI works and where it fits into daily roles. Employees do not need to be coders to use AI effectively, but they do need to understand its capabilities and how to ask better questions when working with it. HR can embed this training into leadership development programs or onboarding.
Update talent strategy and recruiting language. If a company is using generative AI in public campaigns or product innovation, that should be part of the employee value proposition. It signals a forward-thinking culture and draws people who want to work in that kind of environment.
Address the emotional impact of change. Some employees will feel excitement while others may feel uncertainty. HR can play a critical role in creating space for open conversations about what this technology means for people's roles, expectations, and future development.
Generative AI changes how creativity happens, how teams collaborate, and how leaders define success. Coca-Cola showed what's possible when organizations make space for experimentation, invite collaboration, and use technology to support meaningful contribution. People remain curious about what AI can do, but they still want content that feels emotionally real and culturally relevant. AI does not replace storytelling. It redefines how stories are built, shared, and scaled. Companies that want to follow this path do not need a global campaign. They need a clear commitment to curiosity, a foundation of trust, and an HR strategy that uses AI to support meaningful work and long-term growth.
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