A world leader in beauty, L’Oréal combines the expertise of our 86,000 global employees to bring beauty products to people across the world. For more than 100 years, our iconic brand has pushed the forefront of technology and beauty, developing game-changing formulas and innovative new products. Today, we have 43 international brands, such as Lancôme, Urban Decay, Garnier, and Kiehl’s, and we continue to rethink how we operate and the experience we offer our customers.
L’Oréal began as the brainchild of a chemist, so embracing the latest technology has always been a part of our company’s DNA. Today, that means using AI, virtual reality, and leading-edge cloud technologies to create customized and interactive purchasing experiences for our customers. The beauty industry has a digitally driven future, so it’s crucial that we adopt technology that will establish L’Oréal as a leader in this space. As we continue to craft the future of beauty, we need to prepare employees for the tech challenges of tomorrow. That’s why we use Microsoft 365 to deliver a new way of working that’s more digital, more collaborative, and more innovative.
L’Oréal manufactures approximately 7 billion finished products a year. The beauty industry has always thrived on novelty, and the culture of innovation at L’Oréal ensures that about 25 percent of our yearly offerings are either new or relaunched. We use Microsoft Teams to support a workplace that values lightning-fast collaboration, where we can share insights and stay ahead of our customers’ beauty needs. To that end, L’Oréal uses Teams to help boost teamwork and break down silos across the organization, meaning great ideas get heard and products emerge and launch faster.
Recently, my group used Teams to organize a meeting and create a presentation to address an urgent matter. We erased the constraints of geographical boundaries and time zones with 24 hours of continuous productivity in the Teams workspace. The project started in Asia, while we slept in Europe. When we woke up, the European team took over the same preparation, and at the end of the day the US team completed the work. We collaborated on one presentation and one source of truth, and because so many people around the world contributed, we could skip the endless review cycles. This 24-hour story on an urgent project stands out to me as an impressive example of the new way of working at L’Oréal.
In this environment of momentum and change, I appreciate technology that is intuitive and easy to adopt—exactly how I’d describe Microsoft 365. From those in IT to research and innovation to operations, my colleagues have quickly adopted Teams to solve problems fast, regardless of technical expertise. For instance, the packaging department used Teams to open a discussion about materials, tapping into the wealth of knowledge at L’Oréal to help select exactly the right way to package a product.
With Teams, we can create the human interaction that we value at L’Oréal—communicating in an effortless, collaborative way facilitates the innovative products we continue to produce. L’Oréal people are keen and eager to accept newness—new technology, new tools, new challenges. They love it. We have found technology that reflects these core cultural values for collaboration and innovation.
Read the full L’Oréal case study and blog on Transform.