Gucci group
Gucci Group
Business challenge: Gucci Group maintains nine world-famous brands which operate relatively discretely and in an autonomous manner. The organisation’s central HR function came to OPP® seeking the means to identify and develop talent and create greater inter-brand mobility for talented individuals. The solution had to fit with Group HR’s role in the organisation: guiding and supporting the brands without imposing itself unnecessarily on their business activities, identity or culture
– what Gucci Group refers to as its ‘DNA’.
Against this backdrop, Group HR commissioned OPP to work with the top 50 senior managers across the brands in Europe, the US and Asia. Initially, this took the form of a 360-degree feedback and coaching programme based on a bespoke competency framework. The aim was to help participants understand their strengths and how they might stretch themselves further, the mantra being “What got you here may not get you where you want to go.”
Background
Gucci Group comprises several world-renowned brands: Gucci, Bottega Veneta,
Yves Saint Laurent, Alexander McQueen, Balenciaga, Bédat & Co., Boucheron,
Sergio Rossi and Stella McCartney. Some have existed since the 19th Century; others are still young enough to have their founders as Creative Directors. These businesses create and sell ready-to-wear, leather goods, shoes, jewellery, perfumes and other high-quality luxury goods. The operating environment demands a fast pace, a competitive edge and an ability to balance creativity with an entrepreneurial spirit. Together, their 14,000 staff generated over €3.8 billion in revenue during 2007.
Group HR wanted to recognise these great qualities and encourage them, rewarding those who model the desired Group DNA. However, in an environment characterised by entrepreneurship and high performance, where business cycles are measured in months, rather than years, professional and personal development rarely rank highly in
Business challenge: Gucci Group maintains nine world-famous brands which operate relatively discretely and in an autonomous manner. The organisation’s central HR function came to OPP® seeking the means to identify and develop talent and create greater inter-brand mobility for talented individuals. The solution had to fit with Group HR’s role in the organisation: guiding and supporting the brands without imposing itself unnecessarily on their business activities, identity or culture
– what Gucci Group refers to as its ‘DNA’.
Against this backdrop, Group HR commissioned OPP to work with the top 50 senior managers across the brands in Europe, the US and Asia. Initially, this took the form of a 360-degree feedback and coaching programme based on a bespoke competency framework. The aim was to help participants understand their strengths and how they might stretch themselves further, the mantra being “What got you here may not get you where you want to go.”
Background
Gucci Group comprises several world-renowned brands: Gucci, Bottega Veneta,
Yves Saint Laurent, Alexander McQueen, Balenciaga, Bédat & Co., Boucheron,
Sergio Rossi and Stella McCartney. Some have existed since the 19th Century; others are still young enough to have their founders as Creative Directors. These businesses create and sell ready-to-wear, leather goods, shoes, jewellery, perfumes and other high-quality luxury goods. The operating environment demands a fast pace, a competitive edge and an ability to balance creativity with an entrepreneurial spirit. Together, their 14,000 staff generated over €3.8 billion in revenue during 2007.
Group HR wanted to recognise these great qualities and encourage them, rewarding those who model the desired Group DNA. However, in an environment characterised by entrepreneurship and high performance, where business cycles are measured in months, rather than years, professional and personal development rarely rank highly in