Gen TROPS
The challenge
Promote a cultural change that allows the cooperative to be taken to another level, a highly attractive culture both for current farmers and to attract new producers. A culture that consolidates Trops as a market leader.
How we did it
We trained 200 office, technical and plant staff to become Appreciative Inquirers. The goal was to discover what Trops farmers valued most: what they considered cool, important, and what values stood out in the cooperative’s best moments from their perspective.
Each person interviewed 8 farmers, so we included the voice of 1,600 farmers, just over half of the membership group at that time.
From there we distill the opinions of partners and researchers through intelligence and collective action. This is how Gen Trops emerged. Composed of a purpose: “A Life Project” and five principles, which consolidate a culture that makes Trops something unique and inimitable.
The impact
The most rapid and notable impact was the connection between workers and partners. This connection and trust was generated in the research process, which is in itself a listening exercise.
The Trops gene remains the lynchpin on which Trops growth rests. It is the culture that drives the business.
As a result of this success, another project emerged, whose challenge was to accelerate the strategic lines through intelligence and collective action.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
ACCIÓ
ACCIÓ needed to transform itself to consolidate its leadership in business services and create an environment where talent could flourish and change could be implemented quickly and effectively.
A key aspect of this challenge was to actively engage all levels of the organisation in the transformation.
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.
Eroski – Fresh section
The client’s objective was clear: increase market share, improve margin and reduce shrinkage in the fresh product sections, since they are the areas that most attract customers and benefit the rest of the sections.
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.
CONTACT US
What goals do you want to achieve?
Tell us about it, and you'll get it.