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we are Hubble_s

We help companies achieve the change they seek, at scale, through behavioral science

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01

Most transformation initiatives fail, and failure rates have not improved in the last 30 years.

Failure rates

BCG 1992 to 2015
(n = +1000 change initiatives)
Source: IBM 2008
(n = 1532 managers)
Source: McKinsey 2012
(n = +1500 managers)
Sources: McKinsey 2014
(n = +1713 managers)
Sources: Hubble_s 2017
(n = +119 managers, 2029 change initiatives)

People from across different levels of the organization will experience these difficulties every day

CEO

“People in the company keep reverting back to their old ways of working.”

“I feel like a preacher in the desert; I keep repeating the plan without seeing real change.”

Line employees

“There are so many daily obstacles that it’s impossible to change the way I work.”

“Leadership didn’t give us a real opportunity to speak our mind.”

Top manager

“The plan makes sense on paper, but I’ve got so much people to protect, a P&L, my career…”

“The changes alter my understanding of what I can get in return for my work and engagement.”

02

In transformations, managers tend to overlook four essential, but uncomfortable, facts.

Each  of our team members has lived through transformation failure, and each has observed that the same essential elements were missing in those efforts.

Inspired to do something about it, we drew on key learnings from behavioral science and engaged 300+ C-level executives in interviews. Through this process, we encountered overwhelming agreement and additional insights. Our clients’ experiences further confirm that:

04

Transformation is a company capability, but it is often treated as a project with a beginning and an end and siloed within a specific function or topic.

03

Employees want change more than managers tend to credit them for; rather than tapping into this latent energy, leaders attempt to “push transformation” or “generate momentum.”

02

A behavior is reaction to a context, but companies put pressure on individuals to change their reactions (their “mindset”) without necessarily changing the context.

01

Transformations are all about behaviors: there is no real transformation if day-to-day behaviors don’t change. Yet, at school, no one teaches leaders how to manage behaviors.

01

Transformations are all about behaviors: there is no real transformation if day-to-day behaviors don’t change. Yet, at school, no one teaches leaders how to manage behaviors.

02

A behavior is reaction to a context, but companies put pressure on individuals to change their reactions (their “mindset”) without necessarily changing the context.

03

Employees want change more than managers tend to credit them for; rather than tapping into this latent energy, leaders attempt to “push transformation” or “generate momentum.”

04

Transformation is a company capability, but it is often treated as a project with a beginning and an end and siloed within a specific function or topic.

03

Our solution, inspired by behavioral sciences and deployed through proprietary IP and technology, enables companies to address these four facts.

Behavioral based approach

We provide the language system and tools to understand, measure, and influence behaviors at scale.

Transformation as a Service

We do not do transformations; we enable our clients to become proficient transforming themselves.

We put employees in the driver’s seat by creating a safe space for dialog at all levels of the organization.

We hardwire horizontal collaboration into the company through proprietary organizational and technological solutions.

- Galaxy

Provocative guidance

We will make you feel uncomfortable by addressing the essential issues you are tempted to avoid.

We dare to address these issues because we have configured our company to do exactly that (through our experience, team profiles, and economic model).

Galaxy
04

Our clients have achieved successful transformations across a variety of contexts.

(M&A, new operating models, international expansions, digital transformations, innovations, new marketing and commercial models, and cultural shifts)

Innovation

"The work of Hubble_s generated an understanding, in a traditional media company, of the importance of innovation, and it released the internal energy that was needed to create a work environment that is more open to change and tolerant to errors. Without this work, the innovation initiative of Grupo Planeta would have failed."

"The work of Hubble_s generated an understanding, in a traditional media company, of the importance of innovation, and it released the internal energy that was needed to create a work environment that is more open to change and tolerant to errors. Without this work, the innovation initiative of Grupo Planeta would have failed."

José Lara

Planeta Group

New operating model

"Hubble_ s provided me with the understanding that my company is a factory of individual and collective behaviors that have been produced over years. With their IP, they enable you think about which behaviors you need to change and which you can keep. The tool is intuitive, and, in the end, it helps you set out behavioral objectives for your leadership team linked to specific results. As a result of their work with us, we have defined our post-merger integration plan for an acquisition differently, and this has contributed to being up 40% YoY with EBITDA."

"Hubble_ s provided me with the understanding that my company is a factory of individual and collective behaviors that have been produced over years. As a result of their work with us, we have defined our post-merger integration plan for an acquisition differently, and this has contributed to being up 40% YoY with EBITDA."

Bernhard Scholten

President

Kinetico

New marketing model

"With the help of Hubble_s we have created a state of the art marketing model and we are now in the progress of rolling this out across the Emmi world. Hubble_s has taught us that the desired change is only marginally about tools and models but primarily about working on cultural shifts that we need in order to become truly consumer centric. If true change in the field of marketing, or any other, is what you seek, I can only recommend embarking on that journey with Hubble_S as a partner."

"With the help of Hubble_s we have created a state of the art marketing model and we are now in the progress of rolling this out across the Emmi world. If true change in the field of marketing, or any other, is what you seek, I can only recommend embarking on that journey with Hubble_s as a partner."

Thomas Morf

CMO

Emmi Group

19

Projects

17

Transformation contexts

+25.000

People influenced by our approach

19

Countries in 4 regions

(US & Canada, Europe, Latin America and North Africa)
05

Nine principles guide our interactions with each other, and with our clients.

They motivate us, challenge us, and channel our value to the world.

Priorities in life

We share priorities in life: we are driven by impact, we innovate, we push new ideas without the constraint of orthodoxies, and we learn, grow, have fun, and seek a balanced life.

Collective Intelligence

We believe in collective intelligence. We seek diversity in points of view, backgrounds, mental models, and working styles; we recognize our differences as a positive and try not to judge one another.

Essentialism to how to work

We apply “essentialism” to how we work. We employ intellectual rigor to get to the essence of the challenges we are facing.We only do the essential things that add value for our clients, our colleagues, and our firm; we try to waste no time on “nice to haves.”

Nothing is impossible

We approach every challenge with a “nothing is impossible” attitude. We aren’t afraid of thinking big, and we focus on the levers we have access to rather than the obstacles we face.

Nothing is impossible

We approach every challenge with a “nothing is impossible” attitude. We aren’t afraid of thinking big, and we focus on the levers we have access to rather than the obstacles we face.

Keeping egos in check

We believe that keeping egos in check helps focus us on outcomes and makes everyone feel better. As soon as an ego shows the tip of its nose, we try to be aware of it and keep it in check.

Real-time, honest feedback

We want to produce the best ideas and the best learning, and believe that this can only be achieved by giving each other real-time, honest feedback and trying to be aware of our own emotions and drivers of behavior.

Intellectual practitioners

We try to be “intellectual practitioners.” We develop theories, intellectual property, and framing language; we try to integrate learning from various academic fields while staying very close to the day-to-day reality of our clients.

Help each other

We help each other to reach our objectives and to live the lives we want. Our work is a contribution to the team and we decide together how we allocate our time.

Leveraging technology

We believe that leveraging technology will enable our clients to occupy the driving seats of their transformations, and us to stay true to our principles while growing.

06

Our team