Cases — Uncommon Business

Decisions that became business. Cases that don't fit in a deck. What we did, with whom, what changed. No agency slogans, no Lorem ipsum, no promises that evaporate when the presentation closes. A selection of projects where Uncommon logic turned into measurable outcomes.

Five featured cases

One practice, one case. Five ways to operate the system. Each featured case represents one of Uncommon's five practices — Strategy, Innovation, Customer Experience, Go-To-Market and Power to the People — operating on top of the Uncommon OS (Strategic Focus, Patterns / CAIOS, Innovation Factory).

1. Viesgo — Strategy · Strategic Focus (Energy · Electric mobility, Spain)

Challenge: Market signals were clear: electric motors were going to reach relevant share. Viesgo, a Spanish utility in transition, needed to decide how to position itself in electric mobility without a clear value proposition or a map of a forming competitor landscape.

Approach: We triangulated intelligence from three simultaneous fronts: forces of change in the market, active ecosystem experts and the real tensions of the end user. We designed three differentiated business models: two B2C focused on relieving consumer tensions and one B2B for corporate fleet electrification, each with its development roadmap, launch plan and evolution strategy.

Result: Viesgo entered electric mobility with three different bets, not a generic promise. Each model responded to a real validated tension. The business stopped being a slide announcement and became an operable portfolio with a launch sequence.

2. McCormick · Grupo Herdez — Strategy · Strategic Focus (FMCG · Food · Spices, Mexico)

Challenge: McCormick spices needed to double its business by 2029. Growth within the traditional category was no longer enough. Decisions had to be made about which adjacent categories the brand could move into without losing what made it McCormick, and how to do so in a sequence the Herdez team could execute.

Approach: We co-designed the strategy with the Herdez team through a deep dive into consumer needs, business objectives and the state of the market and category. From that intersection emerged the Demand Growth Spaces: the consumption spaces where McCormick had the right to play. The strategy landed on three strategic territories and four hero concepts.

Result: Herdez received an operational strategy to grow McCormick, not a report of opportunities. Three prioritized territories, four hero concepts ready to activate and a decision framework that lets the team keep thinking under the same logic when new opportunities emerge.

3. Space10 — Innovation · Innovation Factory (Social innovation · Housing, Mexico)

Challenge: Space10, IKEA's innovation lab, came with a hard question: how to ease the burden water scarcity imposes on low-income Mexican families. The challenge could not be solved from the office or with a benchmark of premium European market products.

Approach: We entered users' homes. We identified their real needs and desires around domestic water management, especially greywater. Together with them we designed three affordable products that allow water to be reused more efficiently. We prototyped, tested and iterated each solution to guarantee it worked in real conditions of use.

Result: Three greywater management solutions, designed from and for the families that would use them. Affordable, functional and field-validated. Innovation didn't stay as a nice concept in a report: it shipped as a product that brings peace of mind around an increasingly scarce resource.

4. Nissan — Customer Experience · Innovation Factory + Patterns (Automotive, Mexico · LATAM)

Challenge: Nissan needed to stop thinking about customer experience in isolated stages (pre-purchase, purchase, post-sale) and redesign it as a complete system. Each stage had its own team, its own metrics and its own interpretation of what 'good experience' meant. The customer didn't see that fragmentation. They lived it.

Approach: We mapped the full customer lifecycle, building experience maps for each stage and connecting them into a single journey. We identified the moments where acquisition and retention were won or lost. We designed the service end to end: actions, processes and systems to build the ideal experience across physical and digital channels.

Result: Nissan received an operable experience system, not a journey map to hang on the wall. Each stage with its actions, processes and key moments connected to the others. Internal conversation shifted from 'how do we improve our stage' to 'how do we deliver the complete experience'.

5. AB InBev · Grupo Modelo — Go-To-Market Shake Down · Innovation Factory + GTM (FMCG · Beverages, Mexico)

Challenge: Grupo Modelo needed to win share from carbonated drinks. The bet: develop a new category of barley malt beverages in Mexico, where the category didn't yet exist as such. The product had to be conceptualized, the brand built and the launch orchestrated simultaneously.

Approach: Fifteen weeks, multiple design sprints until we conceptualized the final solution for the new category. On top of that concept we articulated the complete brand and launch strategy: target definition, distribution channels, packaging, pricing and communication architecture. The launch wasn't planned as an event. It was designed as a system with its pieces connected.

Result: Grupo Modelo launched a new category with all the pieces aligned: product, brand, distribution, price and communication. Not just another launch with a campaign behind it. A market entry system designed to open territory, not just announce a product.

More cases

Other decisions that also became business. An additional sample of projects across banking, retail, insurance, energy and consumer goods. For detail on any, write to us.

Explore by

Practice: Strategy · Innovation · Customer Experience · Go-To-Market · Power to the People

Sector: Banking and Insurance · FMCG · Retail · Automotive · Energy · Fintech · Professional services

Region: Mexico · Spain · Argentina · LATAM · Global

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