Shared understanding and buy-in in record time
Clarity on goals and different market/brand perspectives
Natura&Co merged four distinct brands (Avon, The Body Shop, Aesop, and Natura) and changed structures across global and regional offices. Asia Pacific Procurement team head Laura Ferrington was tasked to lead a new team formed out of people working in five different markets and four distinct brands in the midst of the pandemic in 2021. Her first task was to formulate the procurement team regional strategy and streamline the processes with other functional teams. In addition Laura was challenged by the low engagement survey results - as the organization and teams were going through a storming phase there was a lot of insecurity and frustration among employees.
We started the project through discovery interviews with Laura and some of her peers. Initial situational analysis showed that teams are overwhelmed with workload and frustration, so one of the main tasks for us was to relieve the frustration through building connections and understanding. Initially we advised Laura to create space for the team to connect on a deeper human level. We shared some of the best practices of facilitating online collaboration which Laura implemented and immediately saw results.
The main idea was to build team cohesiveness through co-creation of the vision, strategy and goals without adding too much additional workload. We decided to approach it through a few structured online sessions no longer than 2 hours each. To help every individual fully participate we use a virtual whiteboard (Mural) and carefully design the flow of the session.
We started with onboarding all the participants (all together 17 people) with a short one hour session to introduce the Mural tool and agenda for the upcoming sessions. The first session was focused on creating rapport and making sure technology aspects are all in tune.
Following sessions were co-created with Laura and carefully designed to deliver desired outcomes. Team needed a psychologically safe space to express their views, clarity on upcoming strategy, challenges, and potential resolutions of top issues.
The first session was focused on getting the team coherence and creating shared context understanding. We used our WakeMake model and designed two hour sessions called: Wake Visions, and Make Goals. In the Wake VIsion session we focused on articulation of the individual perspectives and creating a shared understanding of where the team is and where it needs to go. In the make goals session we focused on articulating shared understanding of the strategy and developing concrete goals for the year that teams want to commit to deliver.
Laura as leader gained clarity and confidence to help teams in most needed areas.
How did we develop "buy-in" and a sense of ownership to co-create an operating framework for members of a diverse global professional association in a short time period?
How did we break the silos and changed leadership mindset in only six online co-creation sessions?
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