Case 6: Beauty Care Transformation
Our Transformation-from-Within© approach helped an innovative beauty start-up optimize their “idea-to-shelf” process to support their growth plans and transition to a mid-sized enterprise
Situation
An innovative beauty start-up was experiencing a rapid increase in sales, which came with some “growing pains”.
The start-up was experiencing a rapid increase in sales, which resulted in some “growing pains”. To accommodate this maturation, and to prepare the organization for even stronger forecasted growth, the company needed to undergo transformation at a similarly accelerated rate. It needed someone who could identify the biggest pain points, diagnose their root causes, and redesign the enterprise processes that resolve them.
Challenge
Employee satisfaction and motivation were low so it was critical to remotivate the organization to embrace the required change.
Since process issues had persisted for a while, employee satisfaction and motivation were low, so it was critical to not only identify and resolve issues, but also to remotivate the organization to embrace the required change. Due to the extreme “hands-on” nature of this transformation, Amira & Co. were selected based on our experience and demonstrated ability to transform processes, as well as people and behaviours.
Action
We guided a multi-functional client team through mapping and optimizing their end-to-end processes—from ideation to commercialization.
We began by working with the C-Suite to understand the challenges they were facing, and coached them on how to lead the transformation process by example.
Simultaneously, we guided the client’s various teams through mapping their entire end-to-end processes—from ideation through commercialization—to identify areas where the process broke down, uncover the root cause of the breakdown, and develop realistic, actionable solutions that would not only resolve the issues, but leave the team with the skills necessary to face these challenges on their own.
The work was further augmented by developing a new governance and decision-making system, as well as a people-management system that enabled scaling and resolved employee concerns.
Results
Employees felt more motivated and empowered to participate in the change process and to maintain the change management momentum even after the Amira & Co team concluded their engagement.
Through our work, the client was able to support their charted growth, and bolster their leadership team based on skill-gaps we helped them to identify. By involving a cross-section of the organization in the process-optimization work, employees felt more motivated and empowered to participate in the change process. As a result, the organization is now armed with the know-how to re-apply the same approach to additional challenging subprocesses, and to maintain the change management momentum independently.