Challenge

Turn ten Asian country general managers into a highly functional leadership team, after APAC headquarter was moved from Paris to Hong Kong in order to increase presence and take advantage of regional growth.

Process

For 8 months, I worked with a beauty brand multinational team of LVMH in Asia Pacific (APAC). They had different mother tongues and came from several places around the globe, yet they had a genuine desire to become a unified team with the intention to ultimately improve business. We met four times in Hong Kong and a couple of times virtually. They regularly practiced our proprietary Shared Leadership Methodology with focused attention, and when they couldn’t meet physically, they would still hold their meeting over the phone, with each participant in their own country and time zone. As they got better at it, they shared with me that they also saw tangible progress in their individual leadership styles, interpersonal relationships, team management, productivity, and business performance. They were able to impart some of this to their own leadership teams in their respective countries, creating a positive ripple effect. They reported better team performance and a boost in their creativity as well as their business results. At the end of the year that we worked together, they were asked by the global CEO to deliver 10 percent growth. The APAC president felt it was a tall order, but in the end, 12 months later, they delivered 20 percent growth compared to 8 percent market growth in APAC that year, in the beauty category.

Outcomes

• A highly functioning team equipped with a common methodology to focus joint effort on strategic thinking and  innovation

• Global leadership on digitizing marketing function and on revitalizing one product category underperforming worldwide

• 20% growth against budgeted 10%, beauty category in APAC 8%, Maison worldwide 0%