How we restructured Affinity Groups and aligned leadership, redefining operational strategy to ensure focus and real cultural impact.
Grupo Boticário
Beauty, Cosmetics & Multichannel Retail
Governance, Leadership & Culture
COCREATE Advisory
Restructuring and Governance of Diversity & Inclusion Employee Resource Groups (ERGs)
Strategic co-creation consulting by IN.SIGHT with Grupo Boticário's D&I corporate team, redefining the governance structure, operational guidelines, and macro action plans for the organization's Employee Resource Groups (Affinity Groups), ensuring cultural sustainability and tangible business impact.
How IN.SIGHT transformed Grupo Boticário's challenge.
How collective intelligence and the IN.SIGHT methodology unlocked decision-making and sustainable execution:
The Challenge at Grupo Boticário
The Diversity & Inclusion team needed to restructure their Employee Resource Groups (Affinity Groups).
The challenge was aligning leaders and redefining strategic operating models to ensure organizational focus and real impact.
The Solution & IN.SIGHT Facilitation
We united employee group leaders and corporate D&I executives to map viewpoints and prioritize complex operational challenges.
We co-created clear working guidelines and anticipated structural pitfalls, ensuring systemic coherence in the new strategy.
Results & Sustainability
We delivered validated macro action roadmaps for 2025 and an optimized operational model.
The solution is sustainable because it established alignment, mutual accountability, and collective ownership of the path forward.
What Was Agreed and Delivered
New operational framework and governance model for Employee Resource Groups
Validated macro action plans for upcoming annual operational cycles
Strategic action guidelines co-created directly with corporate leadership
Immersion and Cocreation in Action
Exclusive IN.SIGHT visual tools and facilitation
Co-creation and strategic alignment journey with Employee Resource Groups
Participatory diagnosis of challenges and interfaces with corporate business units
Co-creation of new operational routines and governance framework for employee groups
Participatory definition of roles, scope, and transparent operational governance
Customized visual frameworks for structured planning of impact initiatives
Strategic convergence between employee causes and corporate business goals
Collective development of macro action plans and cultural impact targets
Mapping leadership alliances and executive awareness strategies
Synergies between diversity pillars to maximize operational efficiency
Final validation of action plans with shared ownership and sustainable governance
Strategic FAQs regarding the Grupo Boticário Case
How did IN.SIGHT approach the restructuring of Grupo Boticário's ERGs?
IN.SIGHT brought together group leaders and the corporate D&I team to map perspectives, prioritize complex challenges, and co-create working guidelines. The process anticipated burnout pitfalls and aligned ERG initiatives directly with corporate strategic priorities.
What was the primary governance achievement of the project?
It established a structured operating cadence with clear action roadmaps, defined accountability, and measurable impact metrics, transforming volunteer passion into an enduring strategic driver of organizational culture.
