TRANSFORMATION STORIES
Behind every strategy there is a story and, within it, an organization that chooses to do things differently.
In this section, we share transformative stories of companies that dared to rethink their culture, teams that embraced inclusion instead of exclusion, and companies that understood that diversity is not a program, but an advantage.
Son historias que comienzan con la pregunta,
¿Cómo podemos ser una mejor versión de nosotros mismos, para nuestra gente y para nuestro negocio?
Son historias que comienzan con la pregunta,
¿Cómo podemos ser una mejor versión de nosotros mismos, para nuestra gente y para nuestro negocio?
Cinépolis
When inclusion becomes a leadership strategy.
The Challenge:
At the executive leadership level, there was awareness of the importance of inclusion. They knew diversity was a business necessity, but they needed more than isolated initiatives; they required a comprehensive, systemic, and business-driven strategy.
Our Approach:
In-depth organizational diagnosis
Design of strategic indicators
Building an inclusive leadership style
Tailored and flexible support
Active involvement with key stakeholders
The Impact:
Today, at Cinépolis, DEI is no longer spoken of casually, sporadically, or directionless. Diversity has become part of their leadership vision and business ambition, an ambition shared by all who are part of the organization.
MERCK
Leading change through female talent.
The Challenge:
Merck already had a clear global agenda on Diversity, Equity, Inclusion & Belonging, but in Latin America they felt the time had come to go further. Despite having multiple initiatives, they knew that good intentions alone were not enough; they needed to create a specific program that would address the real needs of female talent in the region.
The Process:
Design of the first Women in Leadership Development Program for Central America and the Caribbean.
Diagnosis and definition of critical skills (Power Skills).
Creation of a safe and challenging ecosystem for development.
Active involvement of male and female leaders.
Integration of mentors to accelerate impact and foster equity through leadership.
The Impact:
The program transformed the development of female talent in the region.
Two successful generations, with nearly 60 participants graduating.
Export of talent to new geographies.
Consolidation of a sustainable ecosystem, with strong involvement from leaders and mentors.
Consolidation of a sustainable ecosystem, with strong involvement from leaders and mentors.
Merck has moved from viewing diversity as an aspiration to turning it into a measurable strategic commitment. This experience confirms that when women’s development becomes an organizational priority, the impact is deep and sustainable.
HSBC
Investing in Inclusive Leadership is Investing in Business.
The Challenge:
HSBC knew that identifying key talent and building succession plans was essential for the future of the business. But they also understood that developing their leaders was not just about technical skills.
The real challenge was to shape senior leadership figures with an integrated approach, capable of aligning culture, strategy, and inclusive leadership. They needed a program that would not only train but also transform.
Our Approach:
Initial diagnosis with both organizational and personal focus.
Design of an integral solution based on culture, leadership, and DEI.
Evaluation of inclusive leadership style at the beginning and end of the program.
Activation of key skills to lead through listening, empathy, and dignity.
Experiential approach aligned with HSBC’s culture and succession pipeline.
The Impact:
Senior participants not only strengthened their position in succession plans but also developed a new awareness of their role as inclusive leaders.
Evolution toward more open, empathetic, and integrative leadership styles.
Direct impact on the cohesion of high-performing teams.
Deeper alignment between corporate culture and business strategy.
Recognition of inclusive leadership development as a tangible investment with real impact.
ELEMENTIA
From Production Supervisors to Leaders Who Inspire.
The Challenge:
At Elementia, a Mexican company with a presence in 9 countries, technical talent had long been key to growth. However, to continue evolving, they began facing the challenge that their leaders knew how to operate, but not how to lead. They needed to transform their operational experts into leaders capable of motivating, communicating, and guiding with purpose.
The Process:
Design and implementation of the Supervisors School.
Practical, hands-on approach with real examples adapted to the production context.
Training in key skills such as feedback, motivation, and human-centered leadership.
Multicultural scope: participants from Mexico to Bolivia.
Expansion of the program with “Transforming Leaders” for department heads and managers.
The Impact:
The program exceeded expectations, connecting with participants at both a personal and professional level.
High adherence, value, and direct application of learnings.
More empowered supervisors with stronger communication and leadership skills.
Organizational transformation from the operational base to higher strategic levels.
Inclusion of the program in the annual training plan as a key part of the development culture.
CEMEX
Program to develop leaders with powerful skills and a human focus.
The Challenge:
At Cemex, the main challenge was to strengthen the human development behind the results, leveraging the power skills (soft skills) that drive how people achieve goals. They sought a deeper approach that went beyond technical projects and would allow them to develop strategic, conscious, and collaborative leaders.
The Process:
Person-centered training sessions.
Support with coaching and sponsors.
Integración de líderes de la organización para observar y participar.
Integration of leaders from the organization to observe and participate.
This approach allowed learning to be experiential, structured and forward-looking.
The Impact:
The program transformed the way Cemex talent develops and thinks strategically.
Participants with greater visibility and professional growth.
Promotions and evolution in strategic thinking.
Creating a strong internal network.
Interest from executives in joining the program due to its high impact.
People development translated directly into efficiency, productivity, and improved business results.
TRANSFORMATION STORIES
Behind every strategy there is a story and, within it, an organization that chooses to do things differently.
In this section, we share transformative stories of companies that dared to rethink their culture, teams that embraced inclusion instead of exclusion, and companies that understood that diversity is not a program, but an advantage.
Son historias que comienzan con la pregunta,
¿Cómo podemos ser una mejor versión de nosotros mismos, para nuestra gente y para nuestro negocio?
Son historias que comienzan con la pregunta,
¿Cómo podemos ser una mejor versión de nosotros mismos, para nuestra gente y para nuestro negocio?
Cinépolis
When inclusion becomes a leadership strategy.
The Challenge:
At the executive leadership level, there was awareness of the importance of inclusion. They knew diversity was a business necessity, but they needed more than isolated initiatives; they required a comprehensive, systemic, and business-driven strategy.
Our Approach:
In-depth organizational diagnosis
Design of strategic indicators
Building an inclusive leadership style
Tailored and flexible support
Active involvement with key stakeholders
The Impact:
Today, at Cinépolis, DEI is no longer spoken of casually, sporadically, or directionless. Diversity has become part of their leadership vision and business ambition, an ambition shared by all who are part of the organization.
MERCK
Leading change through female talent.
The Challenge:
Merck already had a clear global agenda on Diversity, Equity, Inclusion & Belonging, but in Latin America they felt the time had come to go further. Despite having multiple initiatives, they knew that good intentions alone were not enough; they needed to create a specific program that would address the real needs of female talent in the region.
The Process:
Design of the first Women in Leadership Development Program for Central America and the Caribbean.
Diagnosis and definition of critical skills (Power Skills).
Creation of a safe and challenging ecosystem for development.
Active involvement of male and female leaders.
Integration of mentors to accelerate impact and foster equity through leadership.
The Impact:
The program transformed the development of female talent in the region.
Two successful generations, with nearly 60 participants graduating.
Export of talent to new geographies.
Consolidation of a sustainable ecosystem, with strong involvement from leaders and mentors.
Integration with Merck’s leadership culture through its new High Impact Leader program.
Merck has moved from viewing diversity as an aspiration to turning it into a measurable strategic commitment. This experience confirms that when women’s development becomes an organizational priority, the impact is deep and sustainable.
HSBC
Investing in Inclusive Leadership is Investing in Business.
The Challenge:
HSBC knew that identifying key talent and building succession plans was essential for the future of the business. But they also understood that developing their leaders was not just about technical skills.
The real challenge was to shape senior leadership figures with an integrated approach, capable of aligning culture, strategy, and inclusive leadership. They needed a program that would not only train but also transform.
Our Approach:
Initial diagnosis with both organizational and personal focus.
Design of an integral solution based on culture, leadership, and DEI.
Evaluation of inclusive leadership style at the beginning and end of the program.
Activation of key skills to lead through listening, empathy, and dignity.
Experiential approach aligned with HSBC’s culture and succession pipeline.
The Impact:
Senior participants not only strengthened their position in succession plans but also developed a new awareness of their role as inclusive leaders.
Evolution toward more open, empathetic, and integrative leadership styles.
Direct impact on the cohesion of high-performing teams.
Deeper alignment between corporate culture and business strategy.
Recognition of inclusive leadership development as a tangible investment with real impact.
ELEMENTIA
From Production Supervisors to Leaders Who Inspire.
The Challenge:
At Elementia, a Mexican company with a presence in 9 countries, technical talent had long been key to growth. However, to continue evolving, they began facing the challenge that their leaders knew how to operate, but not how to lead. They needed to transform their operational experts into leaders capable of motivating, communicating, and guiding with purpose.
The Process:
Design and implementation of the Supervisors School.
Practical, hands-on approach with real examples adapted to the production context.
Training in key skills such as feedback, motivation, and human-centered leadership.
Multicultural scope: participants from Mexico to Bolivia.
Expansion of the program with “Transforming Leaders” for department heads and managers.
The Impact:
The program exceeded expectations, connecting with participants at both a personal and professional level.
High adherence, value, and direct application of learnings.
More empowered supervisors with stronger communication and leadership skills.
Organizational transformation from the operational base to higher strategic levels.
Inclusion of the program in the annual training plan as a key part of the development culture.