Guy Kawasaki is widely recognized as a leading voice in technology and marketing across the globe. Apple’s arc would have felt very different without Steve Jobs, yet it also benefited from Kawasaki’s insights. The phrase about being either different or cheaper has become a common refrain used to describe companies or professionals offering services that contrast with the crowd. At a recent conference held at Ecosystem2030 in A Coruña, Ignacio Rivera, the chairman of Hijos de Rivera, echoed Kawasaki’s sentiment while addressing a room of the company’s fifty leaders. Rivera emphasized a deliberate, principled stance that rejects standardization in beer branding, explaining that Hijos de Rivera toasts to resilience and individuality as its defining characteristics.
Ecosystem2030 is a hub for technology and innovation, and Rivera’s remarks highlighted how Hijos de Rivera has leveraged innovation as a core driver of growth. He described Estrella Galicia’s owner as a true craftsman, noting that an artisanal mindset remains central to the company’s identity and strategy. Rivera stressed that innovation isn’t limited to one area; it spans new ingredients, new product categories, innovative packaging, and novel production processes. He even mentioned ongoing efforts in health-focused brewing, with a beer intended to support cholesterol management. While these studies are in early stages, the team remains hopeful about bringing such products to market. Rivera pointed out that consumer interest tends to grow quickly tired of the same offerings, underscoring the need for brands to keep evolving. He also suggested that personalization will become increasingly important, allowing customers to tailor beer experiences at home.
Rivera also drew attention to the social impact of business. He argued that profitability alone should not be the sole objective and that companies should pursue outcomes that benefit society. Looking ahead, Hijos de Rivera aims to operate with a carbon-positive mindset, reflecting a broader shift toward environmental responsibility in the industry.
From a talent perspective, Hijos de Rivera faces the same challenge many tech-forward firms encounter: attracting and retaining skilled people. The leadership reflected on questions about the workforce of five years from now, including why top talent would choose to work with them and how to adapt to more flexible work arrangements. Rivera observed that the evolving landscape could see individuals contributing to multiple organizations across the week, rather than dedicating every day to a single employer. This rapid pace of change requires agile human resources and a willingness to rethink traditional employment models. The company’s approach echoes its broader craftsman ethos, which places a premium on deliberate, careful workmanship dating back to the beer’s creation process.
In keeping with that Big Craft philosophy, Rivera explained that Hijos de Rivera takes roughly a month to produce a beer, while some competitors complete a cycle in about ten days. He used this contrast to illustrate a strategic choice: competitors may refresh their lines multiple times a year, but Hijos de Rivera prefers a steadier cadence. The message was clear: the goal isn’t to be the best-known beer on shelves but to build lasting popularity through quality, consistency, and a distinctive character that resonates with consumers. This mindset reflects a broader trend in the beverage industry toward authenticity, sustainability, and thoughtful product development that differentiates brands in crowded markets. (Attribution: Ecosystem2030 conference organizers)