In 2015, Goop, a company in the automotive parts sector founded in 2000, was experiencing major challenges due to the rapid growth of more than 3x in 4 years and the lack of processes and people to support the new level of business.
Goop’s goal was to continue growing at over 20% a year. In addition, it was necessary to organize its structure to face the medium and long term. The great transformation began with the arrival of André at the company in 2009. He brought great innovations and a lot of gas, sharing the management with Fátima, the founder and his mother.
The partners were clear on where they wanted to take the company and doubts about how ready it was for the next growth cycle. Therefore, we started with the mapping of leadership potential, including that of shareholders. In this way, we diagnosed whether people had the necessary capacity to face this new cycle of growth. Thus, with the potential measured, some professionals changed their position and others were hired.
The next bottleneck was the lack of trust between teams and leaders and in the management team itself. We then started the Feedback Workshops, which raised the level of transparency and created a space for frank conversations.
From the identification of the strengths and difficulties of each one, we started Mentoring with the partners and HR. The focus was to improve management, redefine roles and create an administration format that fully supported the business. In this way, we support Goop in all decision-making moments, with hiring strategies, context mapping, definition of activities and monitoring of results for each area.
Then the lack of a shared single north became more latent. Here, our main contribution was in the Co-creation of the Mission, Vision and Values, which resulted in a more effective alignment of the short and medium term strategy.
Currently, the company is growing and expanding, has moved its headquarters, created 15 new branches and is investing in technology for car maintenance. Its focus on the client and the internal professional is its main mission. André leads the company with his innovative and entrepreneurial way. His mother continues to lead the on boarding actions, being the guardian of the culture of strong ties and of each one wearing the company’s shirt. Together, they knew how to bring out the best in each other, improving relationships and bringing greater results for the organization.
CUSTOMER FEEDBACK According to André ‘A process or a technology is copied in 3, 6 months, even with improvements, but any cultural movement takes 3 years. There is no more valuable investment than looking at the way we do things, behaviors and team building. The great differential of the work carried out by People & Results is being able to see in practice how the behavior is linked to the business strategy and how to influence and evolve in this gear, via work that they conducted with great depth and clarity, essential for the process actually have consistency.’
André leads the company with his innovative and entrepreneurial way. His mother continues to lead the onboarding actions, being the guardian of the culture of strong bonds and of each one wearing the company’s shirt. Together, they knew how to bring out the best in each other, improving relationships and bringing greater results for the organization.