Business
We mobilize hundreds, even thousands, of people simultaneously to tackle the organization’s challenges. That’s what we call “Changing the Way We Change.”
From the very first moment, we spark collective action across everyone involved in the process. This is simultaneity in action.
We see culture and business as two sides of the same coin—integrated elements of a unified strategy.
Through collective intelligence and action sessions, we ensure that strategic decisions permeate every department and individual. This simultaneity is what drives our speed and effectiveness.
It’s a transformative approach to change, where action leads from the outset, delivering results while building collective conviction.
Why cling to outdated change paradigms when everything around us has already transformed?
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Success stories of Madavi
Find out how our solutions have generated extraordinary results.
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.
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.
Friselva
Friselva sought to engage its 1,000 workers in a reflection process to optimize operational processes, while fostering a deeper connection between people and an authentic understanding of their motivations.
Artiem
Define and implement an employee experience that enhances Artiem’s ”Fresh” culture, making it tangible in every interaction, both among its collaborators and with customers, and aligned with its vision of Fresh People, Fresh Profit, Fresh Planet.
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