---
id: "entity-oxxo"
type: "entity"
entityType: "organization"
canonicalName: "OXXO"
aliases: []
source_timestamps: ["§ The Idea in Practice", "§ How to Make It Work"]
tags: ["company", "case-study", "retail"]
related: ["entity-eduardo-padilla", "concept-input-options", "concept-double-loop-learning"]
sources: ["tail1"]
sourceVaultSlug: "hbr-seg-tail1"
originDay: 1
articleStem: "hbr-tail-105-fast-growing-better-decisions"
sourceUrl: "https://hbr.org/2026/05/how-fast-growing-companies-can-make-better-decisions"
sourceTitle: "How Fast-Growing Companies Can Make Better Decisions"
---
# OXXO

**Profile.** **Latin America's largest convenience store chain** and the flagship success story of structured empowerment.

**In this source.** Under CEO [[entity-eduardo-padilla]], OXXO transitioned from a **highly decentralized** model to [[concept-structured-empowerment|structured empowerment]]. It gave store managers modular [[concept-input-options|input options]] (**planograms** for distinct assortments) and [[concept-process-options|process options]] (standard tasks for scheduling). This allowed OXXO to grow from **1,000 to over 24,000 stores while doubling profitability per store**. Its employees also exemplify [[concept-double-loop-learning|loop-2 learning]], proposing **over 800 ideas a year** to update the system.

> **Enrichment.** Corporate site and parent-company materials support its use as a case study; the scale claims were not independently validated by the provided research.