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Poderosa

A strategy doesn't transform an organization. The organization must develop the capacity to deliver it.

Turning Strategy & Culture 2031 into organizational capability.

MINING · PERU · ORGANIZATIONAL TRANSFORMATION

In this caseThe AmbitionThe Systemic ApproachThe Transformation ArchitectureHow Mutta Is Making It HappenProgress & Expected ImpactThe Bigger Insight

The Ambition

From strategic vision to organization-wide change.

Poderosa, a leading Peruvian mining company, is advancing an ambitious strategic vision for 2031, connecting business performance, operational excellence, innovation, sustainability, and organizational culture.

Bringing this vision to life requires more than executing a portfolio of strategic initiatives. It calls for an integrated approach that connects strategic priorities with leadership, decision-making, collaboration, organizational capabilities, and ways of working.

Poderosa partnered with Mutta Studio to design an enterprise-wide, human-centered change strategy capable of supporting this change.

The ambition: turn Strategy & Culture 2031 into a shared organizational direction, translated into coordinated execution and sustainable capabilities.

The Systemic Approach

Understanding the organization before designing the change.

Rather than starting with a predefined change management plan, Mutta began by developing a systemic understanding of the organization and its change ambitions.

Through a comprehensive organizational diagnosis, strategic conversations, and collaborative work, we explored the interconnected dimensions that influence how an organization leads, decides, collaborates, communicates, learns, and executes.

This approach allowed us to connect organizational insights with the priorities of Strategy 2031 and design a change architecture tailored to Poderosa's context.

The result was an integrated change strategy, structured around four interconnected workstreams designed to strengthen the organization's capacity for strategic execution.

The Transformation Architecture

Four interconnected systems. One strategic ambition.

01 — Strategic Execution & Governance

Connecting strategy, decisions, accountability, and execution.

Designing and strengthening the management practices that allow strategic initiatives to move forward with clear ownership, effective prioritization, coordinated decisions, and measurable progress.

The approach integrates governance mechanisms, initiative management, leadership routines, performance indicators, and digital dashboards to make strategic execution more visible, connected, and adaptive.

02 — Leadership Transformation

Developing leaders who can mobilize transformation while running the business.

Building an integrated leadership development and support system for executives and middle managers.

The focus goes beyond individual leadership skills to strengthen collective leadership practices: strategic alignment, delegation, autonomy, collaboration, decision-making, and the ability to lead people through change.

The intervention combines leadership development, practical application, ongoing support, and mechanisms to reinforce and measure new leadership behaviors.

03 — Organizational Integration

Strengthening collaboration across the entire value chain.

Creating opportunities and mechanisms for greater integration across functions, teams, locations, and contractors.

Through cross-functional collaboration, shared value-chain perspectives, and organizational connection experiences, this workstream seeks to strengthen coordination, trust, and collective execution.

The objective is to enable people and teams to operate with a stronger understanding of how their contributions connect to the organization's overall performance.

04 — Strategy & Culture Activation

Making Strategy 2031 meaningful, visible, and actionable.

Developing an integrated narrative and engagement system that connects strategic ambition with organizational culture and everyday work.

This includes communication and activation initiatives, organizational listening, shared stories, and ongoing engagement mechanisms.

The goal is to help people understand the strategy, recognize their contribution, and experience change as a shared organizational journey.

How Mutta Is Making It Happen

From diagnosis and design to activation, execution, and sustainability.

The engagement follows an integrated transformation roadmap:

Discover & Align — Establish a shared future vision, understand the organizational system, and align strategic priorities.

Design the Change — Develop the integrated change strategy, transformation workstreams, roadmap, and measurement framework.

Activate & Build Capabilities — Prepare leaders, sponsors, and teams to actively participate in and lead transformation, including applied Human-Centric Change Management learning.

Orchestrate & Deploy — Support the coordinated execution of change initiatives through leadership engagement, governance routines, organizational activation, measurement, and continuous adaptation.

Scale & Sustain — Consolidate learning and transfer the knowledge, capabilities, and ownership to the organization to maintain and evolve the mechanisms put in place, sustaining transformation over time.

Progress & Expected Impact

Building the conditions for sustained strategic execution.

The initial phases have established a systemic organizational perspective and translated it into an integrated change strategy, four strategic workstreams, an actionable plan, and a measurement framework.

The next phases focus on activating these systems across the organization, embedding new leadership and management practices, strengthening collaboration, and connecting change progress with strategic outcomes.

The long-term ambition is to develop an organization increasingly capable of executing its strategy, learning from experience, and adapting to future challenges.

The Bigger Insight

A strategy doesn't transform an organization. The organization must develop the capacity to deliver it.

Transformation becomes sustainable when strategic ambition is translated into how people lead, decide, collaborate, learn, and execute.

That is where organizational change becomes a business capability.

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