Beauty and Cosmetics Industry

The Challenge

One of the primary challenges for any global company is navigating cultural differences across regions.  What constitutes “diversity” and “inclusion” can vary significantly from one country to another. While diversity in the US may often refer to gender, race and ethnicity, other regions may prioritize factors such as age, socioeconomic status, or religion.  Our client, a global beauty company, retained us to develop a global multi-year strategic plan (the “Plan”) that would be relevant to and resonate with employees in all regions.

How We Helped

We began by partnering with a cross-functional, cross-regional team to develop the Plan. The Plan’s three focus areas were to: 1) Drive creativity and innovation through a globally inclusive culture; 2) Leverage global talent across geographies; and 3) Foster leadership accountability from every chair.  To help employees around the globe to understand that diversity is more than what meets the eye, we utilized the metaphor of an iceberg - 90% of which is beneath the surface.  We also collaborated with regional teams to develop locally relevant plans that aligned with the corporate plan but had their own goals, benchmarks, and timelines. 

Once we moved into the plan implementation phase, our focus shifted to designing and delivering locally relevant workshops in the US and globally.  Recognizing that one-size does not fit all, we interviewed leaders in each region to learn what would make the content resonate and to surface real-world examples of how I&D challenges show up in their respective regions.  We then traveled across the globe delivering a customized, highly interactive workshop, entitled “How we Work Together and Why it Matters.”

The next aspect of implementation involved establishing Employee Resource Groups (ERGs). We worked closely with the Global Chief Diversity Officer to determine employee interest in forming pilot ERGs within the U.S.  We held briefing sessions with senior leadership to build buy-in, address any concerns about the potential divisiveness of ERGs, and highlighted their inclusive nature.  Following a successful pilot in the U.S., we supported the global launch of ERGs and developed an ERG Toolkit to guide new groups worldwide.

The Impact

Through our collaborative efforts, the company is seen both internally and externally as a committed I&D champion that has truly embedded diversity, equity, and inclusion into the fabric of the culture.  In internal pulse surveys, employees have consistently ranked I&D among the top three successes in the company.  Externally, our client has been recognized as one of the best places to work for women, veterans, LGBTQ+ employees, and for disability inclusion and is ranked among the Best Employers for Diversity.

Over the last 15 years that we have been working with this client, the company has also successfully leveraged ERGs to drive business success.  Today, the company boasts 45 ERGs worldwide, engaging a diverse cohort of over 7,000 employees in transformative initiatives. From New York to Tokyo, these groups serve as vibrant hubs of collaboration and empowerment, uniting employees across borders and departments.  By leveraging their unique experiences and insight into shifting consumer needs and preferences, the company has been able to gain a deeper understanding of global cultural nuances, beauty practices, and emerging trends worldwide.  This has led to the development of innovative products, inclusive marketing strategies, and community initiatives that resonate across cultures.