REVIVA is an industrial investment group founded by entrepreneurs with a clear mission: to transform solid medium-sized enterprises (SMEs) into hidden champions. Our business model is built on revitalization - hence the name REVIVA.
Why Revitalization?
Revitalization means identifying key innovation areas in the market and equipping companies with the necessary resources and capabilities to drive transformation. Innovation fuels growth, increases margins, and strengthens cash flow—ultimately enhancing company value. This is the external aspect of revitalization.
Agility as a Success Factor
True transformation goes beyond external change. Internal revitalization reshapes organizations to swiftly execute strategic initiatives. The challenge? Efficiency and innovation often clash—routine thinking stifles creativity. Our goal is to harmonize both by dismantling rigid structures, fostering openness, and injecting fresh perspectives. A corporate culture must emerge that nurtures new ways of thinking. In an era of digitalization, decarbonization, and constant disruption, agility is no longer optional—it is imperative. As Peter Drucker famously said: "Culture eats strategy for breakfast."
TRANSFORMING SMEs INTO HIDDEN CHAMPIONS
WE TAKE RESPONSIBILITY
For a company to successfully adapt to change, it needs the active support of all stakeholders. Leadership—not just ownership—is expected from the owner. We believe that taking responsibility is our greatest privilege. As entrepreneurs, we are fully committed and engaged in day-to-day operations. We are on-site, part of the team. However, roles are clearly defined: while management focuses on daily business, REVIVA drives revitalization.
How Does “Inner Revitalization” Work in Practice?
We don’t just aim to do things better—we aim to do them differently. This requires a fundamental shift in mindset, which is often the biggest challenge. The process starts with defining a clear vision and working closely with each department to translate it into concrete actions and contributions to the company’s future. Next, we ensure that key positions are filled with the right people. Two core values guide us: performance orientation and leading by example. When employees begin forming their own opinions and embracing responsibility, corporate culture starts to evolve. In our view, responsible employees need little hierarchy—accountability replaces bureaucracy, and ownership eliminates excessive controls.
Nine out of ten corporate culture transformations fail—mainly because strong leadership is needed to navigate the complex social dynamics involved. We, too, have made mistakes, but after more than twenty transformations, we have learned one thing: leadership and expertise are absolutely essential.