Business
We unlock the full potential of the new organization by blending the best of both companies’ cultures and business-generating capabilities.
We start with an appreciative inquiry to uncover the strongest elements of each culture and their capacity for driving business. Guided by strategic priorities, we mobilize people through collective intelligence and action.
Integration becomes successful when teams from both companies achieve results together. That’s why we focus on action from the very beginning, ensuring that people experience the benefits of integration as they build alliances and create synergies.
In many mergers or acquisitions, the focus tends to fall on each side’s weaknesses or perceived flaws, leading to defensiveness and stagnation. Our approach disrupts that mindset, transforming those perceptions into opportunities for shared action and growth.
What was your greatest aspiration when you first considered this merger or acquisition?
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Success stories of Madavi
Find out how our solutions have generated extraordinary results.
Red Eléctrica
Red Eléctrica de España needed to accelerate the development of its strategic infrastructure plan at three times the usual pace to support the energy transition.
The result was exactly what Red Eléctrica was looking for: the strategy is being successfully implemented and the infrastructure plan is progressing as planned.
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.
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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