Human Resources
We emphasize the unique value each individual brings to the organization—what we call microdiversity.
Those who can recognize microdiversity are better equipped to embrace all forms of diversity.
We often categorize people into broad groups—male-female, Baby Boomers-Generation Z, and more. But when we shift our focus to recognizing each person’s strengths and appreciating who they truly are, those labels fade, and we begin to see complementarity rather than division.
Who wouldn’t want to be valued for their talents, without other factors getting in the way?
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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.
Vegalsa – Loyalty plan
Increase the average ticket using the company’s Loyalty Plan, both physically, with the Member and Gold Member cards, and digitally.
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.
Grupo TSK
The TSK Group’s mining business unit, PHB Weserhütte, sought to improve the trinomial in its projects: profitability, deadlines and customer satisfaction.
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