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MILAN Gucci is putting in place a new organizational structure effective March 1 to further boost its global business.

It is based on four new areas: merchandising and global markets, led by Jacopo Venturini; indirect channels, outlet and travel retail, headed by Piero Braga; brand and customer engagement, under the responsibility of Robert Triefus; digital business and innovation, led by Nicolas Oudinot. The remaining reporting lines to Gucci’s president and chief executive officer Marco Bizzarri will stay unchanged.

Concurrently, Gucci veteran executive vice president and chief consumer officer Micaela Le Divelec and the company are parting ways.

The goal of the new structure is to strengthen and deepen the brand’s relationship with its clients, on a more personal and customized basis, across every channel leveraging emerging technologies, the company stated.

“Over the last three years, we have been seeking to break the historical rules of the fashion industry, building our success on well-defined values and a corporate culture focused on people, creativity and innovation, empowering our teams at every level and encouraging them to challenge the status quo,” said Bizzarri.

“We are certainly pleased with the results achieved so far, but I believe it’s now time to evolve toward an even more agile structure, sustained by a corporate culture that permits us to anticipate market needs and matches the desires of our clients, while accelerating the decision-making process at every level of the organization,” he added.

The executive praised Le Divelec’s “unparalleled commitment, professionalism and enthusiasm,” throughout her almost two decades at Gucci, and her “incredibly highly valued contribution.”

A nimble and flexible structure has been a priority for Bizzarri. In a WWD interview in October, Bizzarri said to “shake the organization,” he had created a “Shadow ComEx [executive committee],” and he had been organizing lunches and meetings with young employees. “I asked them what they thought did not work at Gucci, I wanted to hear it from them. Those that are more experienced tend to repeat themselves, if something worked in the past,” he said at the time.

One issue that emerged was that there was little interaction, which led to confusion. For example, in merchandising they would sometimes not understand a request from the supply chain. “Through personal meetings, it’s easier to work together and a phone call may replace an e-mail.” This approach creates bonds and a team, breaking barriers.

Bizzarri reckons that a structure that can easily adjust to changes, especially in mentality, has the opportunity to succeed. He said it was important to ask his employees across the board, not only those directly responding to him, to avoid missing that hidden talent.

Le Divelec joined Gucci in 1998. In 2004, she was named group controller and in 2008, she was promoted to chief financial officer. In September 2010, she was named Gucci executive vice president and chief corporate operations officer.

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