Transformation of a beauty & wellness group following the evolution of its portfolio.
Situation and challenges
Following a major evolution of the activity portfolio aimed at refocusing the group on its historical core business (production and distribution of beauty and wellness products), general management wishes to evolve the management and operational steering model.
Previously managing a portfolio of highly independent brands, general management, in alignment with its shareholders, decided to transition to a multi-brand geographical zone model, with strategic expertise shared across brands.
This transformation is set against a backdrop of a very strong brand culture, with historically siloed operating modes and little synergy.
Key achievements
- Articulation and "story-lining" of the group's strategy, for shareholders and employees, as well as other "stakeholders".
- Vision of the target model and major shifts.
- Overall design in co-construction with senior executives, economic framework, and principles of the transformation program.
- Detailed design in co-construction with a broad panel of employees: new organization, new governance, changes in ways of working, social management, support for behavioral changes, business case development, etc.
- Deployment: support for team transitions, training, recruitment, new steering cycle, budgetary framework according to the new organization, internal communication, middle management support, etc.