Nestlé is organised as a matrix of three geographic Zones (Americas, Europe and Asia, Oceania and Africa) and three Globally Managed Businesses (Nestlé Health Science, Nespresso and Nestlé Waters & Premium Beverages), run by an Executive Board under CEO Philipp Navratil and overseen by a Board chaired by Pablo Isla. The three-Zone set-up took effect on 1 January 2025, when Zones North America and Latin America merged and Zone Greater China joined Asia, Oceania and Africa. In 2025 Nestlé had sales of CHF 89.5 billion and about 271,000 employees.
The three Zones sell most of Nestlé's products in their regions. In 2025 Zone Americas had sales of CHF 34.5 billion, Zone Asia, Oceania and Africa CHF 20.6 billion and Zone Europe CHF 17.6 billion.
02
Some businesses are run globally
Nestlé Health Science (CHF 6.6 billion of 2025 sales), Nespresso (CHF 6.5 billion) and Nestlé Waters & Premium Beverages (CHF 3.5 billion) are Globally Managed Businesses that report outside the Zones.
03
The Executive Board decides
The financialstatements name the Executive Board as the chief operating decision maker. At 31 December 2025 it included the CEO, the three Zone CEOs, the heads of the global businesses and functional leaders such as the CFO and Chief Technology Officer.
04
Categories cut across
Product groups such as powdered and liquid beverages (28.1% of 2025 sales) and PetCare (20.6%) are followed across every Zone, which is what makes the structure a matrix.
What changed in 2025-26
Fewer, larger Zones
From 1 January 2025 Nestlé went from five Zones to three by merging North and Latin America into Zone Americas and folding Greater China into Asia, Oceania and Africa; Waters & Premium Beverages became a Globally Managed Business (Nestlé Financial Statements, 2026).
The 2025 Annual Review opens with letters from Pablo Isla, in his first address as Chair, and Philipp Navratil as Chief Executive Officer, both promising a performance culture and faster execution.
A leaner organisation
Nestlé says it is simplifying its structure, clarifying roles and reducing duplication, with some headcount reductions, to digitalise, automate and embed AI. It targets CHF 3.0 billion of cost savings by the end of 2027. A strategic evaluation of Nestlé Waters, including partnerships, is ongoing.
Agentic AI in sales
Nestlé reports building a virtual sales assistant powered by agentic AI that automates up to 40% of routine tasks for salespeople in pilot markets, saving 20-35% of the time spent on those tasks (Nestlé Annual Review, 2026).
Nestlé reportable segments, 2025 sales (CHF)
Zone Americas
TypeGeographic Zone
2025 sales34.5 billion
Zone Asia, Oceania and Africa
TypeGeographic Zone
2025 sales20.6 billion
Zone Europe
TypeGeographic Zone
2025 sales17.6 billion
Nestlé Health Science
TypeGlobally Managed Business
2025 sales6.6 billion
Nespresso
TypeGlobally Managed Business
2025 sales6.5 billion
Nestlé Waters & Premium Beverages
TypeGlobally Managed Business
2025 sales3.5 billion
What it means for you
Investors: compare segment figures only on the 2025 basis; earlier five-Zone numbers were restated when the Zones merged.
Operators: Nestlé manages a business globally when its model differs from the regional food business, as with Nespresso or Health Science; apply the same test to your own units.
Watch Nestlé Waters and the mainstream vitamins brands: both are under strategic evaluation and could leave the structure.
Suppliers and partners: fewer Zones mean fewer, larger regional decision makers to work with.
Leaders: the cost programme ties simplification directly to automation and AI, a template for large consumer groups.
The Business Engineer lens
Nestlé’s redesign trades local layers for fewer, larger units and shared services. The Business Engineer view: in consumer goods, AI pays off when the organisation is simple enough to standardise data and processes, which is why restructuring and automation arrive together.
A matrix of three geographic Zones (Americas, Europe, Asia-Oceania-Africa) and three Globally Managed Businesses (Health Science, Nespresso, Waters & Premium Beverages), with product categories followed across all of them.
Who runs Nestlé?
Philipp Navratil is Chief Executive Officer and Pablo Isla chairs the Board of Directors, according to the 2025 Annual Review.
How many Zones does Nestlé have?
Three since 1 January 2025, down from five, after merging North and Latin America and folding Greater China into Asia, Oceania and Africa.
How big is Nestlé?
Sales were CHF 89.5 billion in 2025; Nestlé sells in 185 countries and had about 271,000 employees at the end of 2025.
The complete explainer, cleaned up and reformatted for mobile.
Correction (10 Oct 2026): an earlier section on this page showed unsourced figures; it has been removed.
Department
Type
Details
Advantages
Drawbacks
Research and Development
Functional
– Teams organized based on technical functions such as food science, product innovation, and quality control. Functional managers lead these teams.
– Specialization in research and product development. – Efficient management of R&D tasks and expertise.
– Potential communication barriers between different technical teams. – Siloed work without cross-functional collaboration.
Production and Operations
Functional
– Teams responsible for manufacturing, supply chain, and logistics. Functional managers oversee production and operations functions.
– Expertise in production efficiency and supply chain management. – Effective cost control and process optimization.
– Potential misalignment between production and R&D. – Challenges in adapting to rapid market changes.
Marketing and Sales
Functional
– Teams focused on marketing strategies, branding, and sales efforts. Functional managers lead marketing and sales functions.
– Expertise in marketing and sales techniques. – Effective customer engagement and revenue generation.
– Potential disconnect between marketing and product development. – Overlook of holistic user experiences.
Quality Assurance
Functional
– Teams dedicated to ensuring product quality and compliance with regulations. Functional managers oversee quality assurance operations.
– Proficiency in maintaining product quality and safety standards. – Effective response to quality concerns and regulations.
– Limited integration with other functions like R&D and production. – Potential quality silos.
Geographical Regions
Divisional
– Divisions organized by geographical regions (e.g., North America, Europe, Asia). – Divisional managers for each region.
– Tailored strategies for regional markets. – Localized decision-making and adaptability.
– Potential conflicts between regions in resource allocation. – Challenges in maintaining a consistent global brand image.
Product Categories
Matrix
– Cross-functional teams for different product categories (e.g., beverages, confectionery, pet care). Team members report to both category and functional managers.
– Enhanced collaboration between product development and manufacturing. – Efficient category management.
– Potential for power struggles between category and functional managers. – Complex communication channels.
then-CEO Mark Schneider noted that this move would enable Nestléto “significantly sharpen our geographic focus to drive sustained profitable growth everywhere we operate. This move will bring us closer to consumers and customers, unlock new business opportunities and enable us to be even more agile in a fast-moving consumer environment.”
Note that not all of the company’s food and drink operations are organized under these regions. Globally managed businesses such as Nestlé Health Science and Nespresso remain separate.
The same is also true for joint ventures such as Froneri and Cereal Partners Worldwide.
Nestlé’s Executive Board takes care of the day-to-day management of the company.
In addition to current then-CEO Mark Schneider, there are 14 Executive and Deputy Executive Vice Presidents. Five of these lead the geographic divisions, while the remaining nine manage functional groups with the following titles:
Chief Financial Officer.
Head of Operations.
Chief Technology Officer.
Global Head Human Resources & Business Services.
General Counsel, Corporate Governance and Compliance.
Head of Strategic Business Units and Marketing and Sales.
Chief Executive Officer Nestlé Health Science.
Head of Group Strategy and Business Development.
Head of Nestlé Coffee Brands.
Board of Directors
The company’s Board of Directors is responsible for:
The Group’s environmental, economic, and social sustainability initiatives.
Overview of Nestlé’s Organizational Structure
Nestlé utilizes a matrix structure that integrates both geographical and product-based divisions:
Geographic Divisions:
Each geographic zone is responsible for managing operations, sales, and marketing strategies tailored to their specific regional markets.
Nestlé Health Science
Confectionery
Frozen and refrigerated foods
Other food and beverage categories
These divisions focus on specific product lines, ensuring specialized attention to product development, innovation, and consumer needs.
Comparison with Other Major Companies
Here’s how Nestlé’s organizational structure compares to other major global food and beverage companies like Unilever, Procter & Gamble, and Kraft Heinz:
Comparison with Unilever
Similarities: Both Nestlé and Unilever use a matrix structure that includes geographic and product divisions to manage their wide range of consumer goods effectively.
Differences: Unilever places a stronger emphasis on brand divisions than geographic regions compared to Nestlé. Unilever’s structure is more oriented towards fast-moving consumer goods and less on specialized nutrition and health sciences compared to Nestlé’s diverse and specialized product focus.
Implications: Unilever’s brand-focused approach allows for strong brand identities and marketing strategies, potentially enhancing brand loyalty. Nestlé’s approach provides a more nuanced adaptation to local market conditions and a diverse productstrategy that can address a broader range of consumer needs and health-related products.
Comparison with Procter & Gamble
Similarities: Like Nestlé, Procter & Gamble has a matrix organizational structure focusing on both product categories and geographic regions.
Differences: P&G focuses almost exclusively on consumer goods without the diversification into the food and nutrition sectors that characterizes Nestlé. P&G’s geographic division is more streamlined, focusing more on global brandmanagement.
Implications: P&G’s streamlined focus allows for strong global branding and efficiencies in marketing and product development. Nestlé’s broader focus allows for greater market penetration in diverse sectors, including health, nutrition, and food services.
Comparison with Kraft Heinz
Similarities: Kraft Heinz and Nestlé both manage a variety of food and beverage products, with organizational structures that emphasize product divisions.
Differences: Kraft Heinz operates with a more centralized organizational structure compared to Nestlé’s decentralized, matrix structure. Kraft Heinz focuses more on North American markets, whereas Nestlé has a significant presence and tailored strategies across global markets.
Implications: Kraft Heinz’s more centralized approach can lead to greater efficiencies and cost control within North America but might lack the agility of Nestlé’s structure in adapting to global market trends and regional consumer preferences.
Key takeaways:
Key Highlights about Nestlé’s Organizational Structure:
Geographical Divisional Structure:
Nestlé has transitioned from a complex and decentralized matrix structure to a new geographic divisional structure.
The organizational structure is designed to focus on geographic regions to drive sustained profitable growth and agility.
Rationale for Change:
then-CEO Mark Schneider announced the shift to a geographic focus to bring Nestlé closer to consumers, unlock new opportunities, and enhance agility.
Globally Managed Businesses and Joint Ventures:
Certain businesses like Nestlé Health Science and Nespresso are managed globally and remain separate from the geographical divisions.
Joint ventures like Froneri and Cereal Partners Worldwide also operate independently.
Nestlé is a powerhouse in the consumer space, owning multiple brands. In 2022, most of the company’s revenue came from the powdered and liquid beverages segment, followed by pet care, nutrition & health science, and prepared dishes.
Nestlé’s cost structure is skewed toward marketing and distribution for its consumer brands. Its most substantial segment is the powder and liquid beverages business, which in 2022, for instance, on an over 25 billion Swiss Franc revenue, generated over 5 billion in operating profits.
Nespresso is one of the key brands part of the Nestlé family of consumer brands. Nespresso generated over 6.4 billion Swiss Franc revenue in 2022 (over $7 billion).
In a functional organizational structure, groups and teams are organized based on function. Therefore, this organization follows a top-down structure, where most decision flows from top management to bottom. Thus, the bottom of the organization mostly follows the strategy detailed by the top of the organization.
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.
Project portfolio management (PPM) is a systematic approach to selecting and managing a collection of projects aligned with organizational objectives. That is a business process of managing multiple projects which can be identified, prioritized, and managed within the organization. PPM helps organizations optimize their investments by allocating resources efficiently across all initiatives.
Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.
The Nadler-Tushman Congruence Model was created by David Nadler and Michael Tushman at Columbia University. The Nadler-Tushman Congruence Model is a diagnostic tool that identifies problem areas within a company. In the context of business, congruence occurs when the goals of different people or interest groups coincide.
McKinsey’s Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.
Mintzberg’s 5Ps of Strategy is a strategy development model that examines five different perspectives (plan, ploy, pattern, position, perspective) to develop a successful business strategy. A sixth perspective has been developed over the years, called Practice, which was created to help businesses execute their strategies.
The COSO framework is a means of designing, implementing, and evaluating control within an organization. The COSO framework’s five components are control environment, risk assessment, control activities, information and communication, and monitoring activities. As a fraud risk management tool, businesses can design, implement, and evaluate internal control procedures.
The TOWS Matrix is an acronym for Threats, Opportunities, Weaknesses, and Strengths. The matrix is a variation on the SWOT Analysis, and it seeks to address criticisms of the SWOT Analysis regarding its inability to show relationships between the various categories.
Lewin’s change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior.
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Airbnb follows a holacracy model, or a sort of flat organizational structure, where teams are organized for projects, to move quickly and iterate fast, thus keeping a lean and flexible approach. Airbnb also moved to a hybrid model where employees can work from anywhere and meet on a quarterly basis to plan ahead, and connect to each other.
The Amazon organizational structure is predominantly hierarchical with elements of function-based structure and geographic divisions. While Amazon started as a lean, flat organization in its early years, it transitioned into a hierarchical organization with its jobs and functions clearly defined as it scaled.
The Coca-Cola Company has a somewhat complex matrix organizational structure with geographic divisions, product divisions, business-type units, and functional groups.
Costco has a matrix organizational structure, which can simply be defined as any structure that combines two or more different types. In this case, a predominant functional structure exists with a more secondary divisional structure.
Costco’s geographic divisions reflect its strong presence in the United States combined with its expanding global presence. There are six divisions in the country alone to reflect its standing as the source of most company revenue.
Compared to competitor Walmart, for example, Costco takes more a decentralized approach to management, decision-making, and autonomy. This allows the company’s stores and divisions to more flexibly respond to local market conditions.
Dell has a functional organizational structure with some degree of decentralization. This means functional departments share information, contribute ideas to the success of the organization and have some degree of decision-making power.
eBay was until recently a multi-divisional (M-form) organization with semi-autonomous units grouped according to the services they provided. Today, eBay has a single division called Marketplace, which includes eBay and its international iterations.
Facebook is characterized by a multi-faceted matrix organizational structure. The company utilizes a flat organizational structure in combination with corporate function-based teams and product-based or geographic divisions. The flat organization structure is organized around the leadership of Mark Zuckerberg, and the key executives around him. On the other hand, the function-based teams are based on the main corporate functions (like HR, product management, investor relations, and so on).
Goldman Sachs has a hierarchical structure with a clear chain of command and defined career advancement process. The structure is also underpinned by business-type divisions and function-based groups.
Google (Alphabet) has a cross-functional (team-based) organizational structure known as a matrix structure with some degree of flatness. Over the years, as the company scaled and it became a tech giant, its organizational structure is morphing more into a centralized organization.
IBM has an organizational structure characterized by product-based divisions, enabling its strategy to develop innovative and competitive products in multiple markets. IBM is also characterized by function-based segments that support product development and innovation for each product-based division, which include Global Markets, Integrated Supply Chain, Research, Development, and Intellectual Property.
McDonald’s has a divisional organizational structure where each division – based on geographical location – is assigned operational responsibilities and strategic objectives. The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets. And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions.
McKinsey & Company has a decentralized organizational structure with mostly self-managing offices, committees, and employees. There are also functional groups and geographic divisions with proprietary names.
Microsoft has a product-type divisional organizational structure based on functions and engineering groups. As the company scaled over time it also became more hierarchical, however still keeping its hybrid approach between functions, engineering groups, and management.
Nike has a matrix organizational structure incorporating geographic divisions. Nike’s matrix structure is also present at the regional and sub-regional levels. Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations).
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.
Samsung has a product-type divisional organizational structure where products determine how resources and business operations are categorized. The main resources around which Samsung’s corporate structure is organized are consumer electronics, IT, and device solutions. In addition, Samsung leadership functions are organized around a few career levels grades, based on experience (assistant, professional, senior professional, and principal professional).
Sony has a matrix organizational structure primarily based on function-based groups and product/business divisions. The structure also incorporates geographical divisions. In 2021, Sony announced the overhauling of its organizational structure, changing its name from Sony Corporation to Sony Group Corporation to better identify itself as the headquarters of the Sony group of companies skewing the company toward product divisions.
Starbucks follows a matrix organizational structure with a combination of vertical and horizontal structures. It is characterized by multiple, overlapping chains of command and divisions.
Tesla is characterized by a functional organizational structure with aspects of a hierarchical structure. Tesla does employ functional centers that cover all business activities, including finance, sales, marketing, technology, engineering, design, and the offices of the CEO and chairperson. Tesla’s headquarters in Austin, Texas, decide the strategic direction of the company, with international operations given little autonomy.
Toyota has a divisional organizational structure where business operations are centered around the market, product, and geographic groups. Therefore, Toyota organizes its corporate structure around global hierarchies (most strategic decisions come from Japan’s headquarter), product-based divisions (where the organization is broken down, based on each product line), and geographical divisions (according to the geographical areas under management).
Walmart has a hybrid hierarchical-functional organizational structure, otherwise referred to as a matrix structure that combines multiple approaches. On the one hand, Walmart follows a hierarchical structure, where the CEO (John Furner since 1 February 2026) is the only employee without a direct superior, and directives are sent from top-level management. On the other hand, the function-based structure of Walmart is used to categorize employees according to their particular skills and experience.
Gennaro Cuofano is a CRO and tech executive who has worked in AI since late 2015, starting with bringing NLP, natural-language generation, voice and chatbot products to the marketing industry. His background is in law and finance: he holds a Master's degree in Law and an International MBA with an emphasis on corporate finance (LUISS Business School and the University of San Diego, 2012), and worked as a financial analyst at a real-estate investment firm in San Diego and as an assistant controller. His work focuses on business model strategy, business engineering and, more broadly, structural analysis: how companies make money, read from their own filings. He created FourWeekMBA and leads research there and at The Business Engineer, his newsletter on AI and business strategy, with over 95,000 subscribers and more than 1,000 published analyses. His writing has also appeared on Entrepreneur (for example, How to Digitize a Family Business in Europe) and HackerNoon. Find him on LinkedIn and Substack. See how we source.
