Case study: "Beauty & Co: a newcomer dilemma

Beauty & Co is a cosmetics manufacturer that has been struggling lately. Their market base was primarily concentrated in the US in the make-up segment; however, the market has been tilting towards skincare medicalized products, a trend born in Asia.

To turn around the situation, Beauty & Co decided to hire a product development director to help their R&D teams improve their portfolio. After months of excruciating recruiting efforts, they found the perfect candidate: Lucy. She was a dynamic, entrepreneurial manager who had worked in many countries. Crucially, her experience included successfully launching new products in South Koreaa buoyant skincare marketbeyond state-of-the-art and sound market analytics.

Surprisingly, after one hundred days in the job where she focused on corporate onboardings and attending meetingsmainly as an observer, the CEO called her to his office. The CEO thanked her for her efforts to integrate into the company culture but challenged her to generate a more visible impact faster; in the end, this is what they hired Lucy to do. Lucy became worried and felt somehow wronged; the leadership was already evaluating her for a task that seemed like moving a mountain.

In her one hundred days onboarding, she noticed the R&D team was capable but static. Both the R&D senior committee and even her team had politely shut her down when sharing ideas, showing insightful analyses from previous experiences, or challenging their way of doing things.

Even though the CEO and the leadership committee were clear about the new skincare direction, she did not feel the R&D heads were fully aligned, had a firm grasp on the data, or fully understood the implications; especially regarding turning towards a medicalized offer. Additionally, all her peers were old-timers, whereas the few external hires were middle managers with limited formal decision power, and some integration issues.

Lucy was worried she had made the wrong decision by leaving her previous job where she felt respected and knew everybody. She accepted this role for the challenge, but maybe she found her Achilles heel."

I need help doing just one slide grasping the class concepts like, ikea effetc, brokering, sense making, multiparadigm, enabling constraints and/or error when applicable. this concepts are related to organizational science.

I need to answer the following " How should she play it in the next one hundred days? Is there something she could ask?

Use the concepts shared in the class to diagnose the challenges and propose a course of action focusing on the organizational aspects (do not bother about business/product strategy). Use 500 words max, and feel free to add diagrams and/or tables.