Grupo TSK
The challenge
The TSK Group’s mining business unit, PHB Weserhütte, sought to improve the trinomial in its projects: profitability, deadlines and customer satisfaction.
How we did it
The central event was an Intelligence and Collective Action Summit. The 100 people from the business unit attended along with those people from the Group with whom they interact on a regular basis. All project leaders from around the world participated, from the United Kingdom to Morocco, from Guatemala to Oman.
After sharing exceptional stories about the best projects, the most relevant opportunity areas were worked on to achieve the challenge: management control, information flow, product and process standardization, planning and monitoring, after-sales service.
The process materialized in 51 “quick-wins” that directly contributed to the improvement of opportunity areas. Quick-wins are quick, effective improvement actions, with a low level of cost and effort.
The impact
Six months later, the profitability of the projects had increased and the contracting of new projects had grown by double digits, thanks to a new culture of greater initiative, collaboration and ambition.
Success stories of Madavi
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Fast Track Asia
Accelerate the expansion of Botify in Asia, one of the companies in which Fast Track had invested.
Pepsico
The objective was to fully optimize the new channel strategy, structured around the five “Must Win Battles” (MWBs) defined by Pepsico’s headquarters in the U.S. The goal was to effectively and quickly engage everyone directly or indirectly involved with the channel. Pepsico achieved a 4-point increase in DTS market share.
This success was achieved because of the hundreds of people who influence channel management with very diverse and closely interconnected roles: from the CEO to the delivery drivers.
GRIDSPERTISE
Gridspertise is a global technology company specializing in digital solutions for power distribution. At the end of 2024, it acquired AIDON, a leading company in Northern Europe, with a very different culture, size, and offering.
The challenge was clear: to prepare the real fusion of two such different companies, using the market as the main driver of change. Although the legal integration was scheduled for December 2025, the mandate was clear: start in January of that year.
It was not just about adding products or teams. It was about initiating a deep integration through action—building, from day one, a shared vision of what Gridspertise and AIDON can offer together to the global energy market.
Eroski – Customer Experience
The challenge was to become the best chain in customer satisfaction. We rephrased it as ‘to be the best chain in customer and employee experience’, as the former is impossible without the latter.
In just six months, customer satisfaction in the pilot shops (300 employees) went from 68% to 83%. These metrics led to the project being scaled up to 28,000 employees.
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