Gucci CEO: How Does Corporate Culture Change Plan Play A Role In Pformation?

According to the world clothing shoes and hats net,

CEO talked with reporters about how to create a corporate culture with a sense of faith and create innovative thinking patterns, which are the key to successful brand pformation.

In the 2018 annual report on global fashion format co authored by reporters and McKinsey, five

CEO talks with reporters to explore how brands can carry forward corporate culture, face the challenges of emerging technologies, and implement the business strategy to change rapidly.

Industries remain competitive.

The first is Gucci CEO Marco Bizzari, who talks with reporters about how to create corporate culture in a purposeful way, and tells us that the new way of work plays an important role in the process of brand pformation.

Marco Bizzarri (hereinafter referred to as MB): after determining the positioning of the brand, the most important thing is to attract suitable executors.

In the fashion industry, "people" is the core of all things.

It's not only far away from products, but talent is the core of creativity and commerce.

What I want to do is to ensure that people can build a corporate culture that embraces all people and respect.

Only in this way can we attract more talents, promote teamwork and keep open and pparent.

You can have the best strategy, but if the corporate culture is not strong enough, such a strategy can not be implemented.

The most difficult thing to create is corporate culture, because culture is related to "people".

People are changing their behaviors, attitudes and opinions every day.

You need to think of culture as dynamic, and someone in the team needs a pioneer in practicing culture.

You need to show people that you believe in everything that this culture represents, and that you will cut off all those who do not respect this company culture.

If I can create such a culture in the company, and I think that Gucci is already there, then there will be talents willing to join us.

The fashion industry is very small, and the circulation of information is very fast. Therefore, people who are touched by Gucci's corporate culture, especially the best ones, are always willing to send us resumes.

Because they know that success in brand is one aspect, and on the other hand, we work very well.

I have been in the company for a long time and may be a little accustomed to this culture. But if you take a step back, you will find that everyone in the company, these young people, are proudly wearing the Gucci design and smiling naturally.

This kind of vitality and creativity inspired by products and business can be nurtured.

Other companies can make the right products every season, but they can't copy our human resources.

That's the difference.

MB: I try to push everyone to take risks and make mistakes. Of course, when they really make mistakes, I will not fire them.

Of course, if the same mistake is committed two times, there will be a problem.

This is related to your past and your experience.

This is not an armchair strategist.

You need to show yourself every day that you truly believe in these values.

MB: Yes.

I mean, it's like writing a book.

You will write many different chapters, which are interrelated and different from each other before.

Gucci is also writing different chapters.

At each press conference, Alessandro wrote different chapters through design, and we wrote different chapters in business.

We are working hard every day to change the workflow and organizational culture - we are not over yet.

Sometimes your experience will keep you from complacency.

Two weeks ago, I spent seven days studying there, bombing by these new ideas.

Tomorrow, our whole company will go to Treviso (Treviso) to participate in the group building activities, because we want to ensure that the organizational structure of the company will undergo substantial changes.

You need to work in a completely different way. The final decision-maker may not be the highest level manager in the organization, but the person with the most relevant knowledge - he may be a 25 year old child. There is such an activity on Hvar, such as the Ray University (Ray Kurzweil) and Peter Damandis (Peter Diamandis).

Because today's technological pformation is too fast, you can't rely solely on what you learn in school, so the way of university education and school education is out of date.

MB: we have set up an executive committee called Comex. I created a team called Shadow Comex (meaning "shadow Comex"). The members are about 30 years old. I asked them to discuss the same topic with my colleagues and see what different conclusions can be drawn from the two sides.

This is just one way to ask questions and get different ways of looking at things.

The smartest people don't come to work for you, especially in the fields of science and technology, data science and so on. Where are they? You need to find them.

They may not be able to sign regular labor contracts with them. You need to try to find this creative talent outside the company in an interesting way.

If you think that way, you will not blindly recruit and hire talented people.

You can dig talents in India or any other corner through the Internet, and you can find talents from the winners through competitive projects.

For example, I can let ten teams scattered around the world, think of a store product display program, award $10 thousand to the most colorful team.

The essence of this idea is to develop organizational capabilities through diversified means.

I know that many big companies are crazy about finding talents, but often they can't find the right people, especially when looking for retail talent.

Finding Retail employees is a big problem in the industry.

You have to look at things differently, because the industry and the world are getting too fast.

In my opinion, the "old method" of managing enterprises has come to an end, especially for those CEO who still stick to the rules.

We are human beings. Human nature tends to be less innovative. We tend to protect our past achievements.

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