Global beauty companies operate across powerful brands, diverse markets, and complex organizational structures. But when teams work in silos, collaboration slows, decisions take longer, and opportunities get lost.
Estée Lauder Companies faced this challenge across its EMEA organization. BIA partnered with the company to build greater agility across functions, country affiliates, and headquarters.
What started as a focused engagement evolved into a three-year Transformation Accelerator, combining agile methodologies, leadership development, and strategic project acceleration to change how the organization worked.
Breaking silos takes more than a new strategy
The ambition was to move beyond isolated teams and fragmented processes toward shared ways of working across brands and markets.
BIA designed a Transformation Accelerator connecting six disciplines:
Marketing transformation and customer centricity to bring brands closer to changing consumer needs.
Agile leadership and data-driven decision-making to strengthen cross-functional collaboration and accelerate decisions.
Project acceleration and sprint methodology to turn strategic priorities into focused experiments, faster feedback, and measurable progress.
Instead of treating transformation as a training exercise, the accelerator brought new methods directly into the organization's strategic projects.
