Experience in complex,
distributed operations

HanesBrands had achieved recognition as a Great Place to Work. A great result that posed a greater challenge: to ensure that this promise was consistent with the daily experience of thousands of employees in different plants and countries.

The challenge was no longer to gain recognition. It was to build a culture capable of sustaining it when the award stopped being news.

We diagnosed. We started with the Great Place to Work assessment to understand what was supporting the recognition, where the opportunities were, and how the plants differed from one another.

​

We conceptualized and designed. We created "Happy in the Best Place to Work," a cultural architecture built on the PERMA model of positive psychology. We didn't invent a new culture; we gave structure, language, and direction to what was already driving a positive experience.

​

We activated it and supported it. We turn architecture into a living system of programs, campaigns, and experiences connected to operational priorities such as quality, productivity, discipline, commitment, and values.

​

We also created Felicín, a character who became the ambassador and voice of the culture, helping to translate corporate concepts into messages that employees could identify with and recognize.

​

Over time, we built a repository of programs, campaigns, and tools that kept things consistent at the regional level, while still allowing each plant's interventions to adapt to its own reality.​

Grupo Ramos had a new business strategy and a Vision 2030 that required a different way of working.

The mission, vision, and values existed, but they did not yet function as a cultural system. The initiatives progressed separately, without a narrative to connect them.

​

The challenge was not to communicate the strategy better. It was to build a culture capable of making it a reality.

We diagnose. We start with insights from the employees themselves to evaluate the existing identity. The finding was clear: the need was not to update statements, but to transform the culture to sustain the strategy.

​

We define the essence. We work with the organization to integrate mission, vision, values, and purpose into a unified cultural framework.

​

We conceptualized the system. We created "Mundo Mejoramos" (World of Improvement), inspired by the purpose: "Mejoramos tu vida todos los días" We turned "MEJORAMOS" ("We Improve") into the verb that drives the culture and designed an experience where every initiative represents a challenge and every step forward brings the organization closer to its Vision 2030.

Culture ceased to be something one reads and became something one understands, practices, and lives.

​

We build the cultural architecture. We organize "Mundo Mejoramos" around three main pillars:

​

-Explorers: They are the ones who bring "Mundo Mejoramos" to life through behaviors that strengthen coexistence, drive new experiences, and contribute to the business's innovation and evolution.

-Environment: initiatives with an impact on communities and the environment, as well as all its ethics and governance processes.

-Evolution: innovation and excellence initiatives aimed at achieving Vision 2030.

We activate and provide support. We roll out the culture nationwide, connecting all stores and distribution centers through a unified experience.

Isolated initiatives began to operate under a unified cultural system, with shared priorities and purpose.

​

Key moments in the employee journey began to align to build a more consistent experience.

​

And, above all, Vision 2030 ceased to be merely a business objective and became a path that people can understand and live out.

The process continues. Because a culture is not simply installed; it is sustained, it evolves, and it is built level by level.

We designed our own instrument.

We developed a workplace climate survey featuring eight metrics and a customized eNPS tailored to Elcatex’s specific reality and applicable across all its divisions, a unified framework capable of accurately assessing both the factory floor and the corporate office without distorting the context of either.

​

We deliver decisions, not data.

Each cycle concludes with an executive report that includes strengths and opportunities, results by metric, comparisons against previous measurements, qualitative insights, risk heat maps, and concrete action plans by area.

Measurement ceased to be an occasional Human Resources exercise and became the foundation upon which the department's strategy is built.

​

Heat maps allow for action where the pain points lie, not based on group averages, but targeting the specific plant, department, or team where the signal emerges. Risks that were previously detected only after manifesting as turnover or absenteeism are now identified earlier.

​

And something achieved only through continuity: Elcatex can see its organization’s trajectory. It knows what improved, what stagnated, and which interventions worked. An isolated data point describes a moment; a series explains an organization.