What we do

company experience®

In our almost 20 years of experience we have found that the most successful organizations are those that pay a lot of attention to the experience of the employees, as well as to the customer experience, and also those that address these two factors in an integrated manner. In this way, the brand perception and positioning is symmetrical and consistent for customers, suppliers and society, as well as for employees and shareholders.

Through the Company Experience® we align the company’s goals with the reality that its different audiences live, using in the most appropriate way all the levers available and (above all) seamlessly linking them.

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Company Experience® is a registered mark by BICG

Employee Experience

Employee Experience

Company Experience

Client Experience

Client Experience


Corporate culture is the core of the implementation of a Company Experience®. It is the oil that lubricates all the machinery and at the same time, the glue that holds everything together. If the culture does not respond to what we want to achieve, it is not possible to align the rest of initiatives towards a strategy that is only on paper. As Peter Drucker said, “culture eats strategy for lunch”.


Knowing and designing the strategy of a Company Experience® of an organization is the starting point that represents what we want to achieve and how. Based on both the current situation and future scenario of what should be the organization, we draw a coherent way in which we contemplate all the different milestones to achieve in a defined time.


Our goal is to promote creative solutions using methodologies that have proven their efficiency in improving organizations. The way a company focuses its processes is closely linked to what we outline as an added value contribution, or a contribution that aspires to add value. Tools such as “Lean” help purify waste or unnecessary complications that do not let to flourish what the company can provide as truly valuable. Other methodologies such as “Six Sigma” strengthen our processes and eliminate all possible errors.


It is logically relevant to understand how the company is organized, how do we work and how is the governance of the company structured. An organization that aspires to be agile and flexible has to be organized differently than one that aspires to be a benchmark of tradition, for example. A project oriented organization puts the focus elsewhere compared to other one that does it on repetitive tasks.

Workspaces and Environments

How structured is the methodological process that leads us to design an office in one way or another? Why do we not pay the same rigor as in designing a productive environment? That knowledge creation, collaboration or troubleshooting, does it not serve any pattern that we can capture? To answer these questions, it is very important to incorporate the process of design and space planning within the overall process of transformation or creation of an integrated Company Experience®.


An alignment and a more proactive approach towards technology / digitization in our corporate world allows us to create a more consistent experience. We are not talking about expensive tools or infrastructures, but to provide a real focus on the usability of the tools that are available and that, in many cases, organizations already have.


The way we communicate is one of the pillars of what we want our Company Experience® to be. And deliberately we say “we” because we know that communication is not enough to get what we want, but it is a necessary cause. In this context, it is important to align both communications: The internal and external communications must go hand in hand and at the same time, reinforcing each other.

This was the reason behind the creation of alibei-logo, the communication agency of BICG, in which we have prestigious and creative professionals with an extensive experience in building great brands, able to effectively project the positioning of the organization to both internal and external audiences. Who could be better than us, who contribute directly to the foundation and consolidation of corporate cultures, to take on this challenge?