CEOs of GANNI
- no 5 year plan -> too constraining for inevitable volatility
- coming from a tech background prepared them for quick landscapes
- break down the vision to goals to achieve(price point, medium, size)
- prioritized fashion inclusivity
- 2009 fashion inclusivity was not as big a thing (saw the change on the horizion)
- they were naive to the idea of what skills it took to break into the industry
- prioritize push and drive
- agile tool alignment allowed them to move quickly
- hierarchy to make decisions
- centralized narrative to return to
- patchwork content through new touchpoints
- “beauty, business and responsibility” - the beautiful struggle
- LVMH prioritizes a creative who has a vision, but also a business perspective with structure
- “creative vision with business acumen to see how your brand/message moves with changing landscapes”
- Creating materials is a question of scale. They would not have had the space to do that without proof of concept on sales
- Who gets to innovate and who gets to propagate? How does one do both?
- Creating a personal brand helps to scale the vision through mediums -> flesh out the vision
- connect to a feeling for flexibility (Ganni = jovial fun)
- Friction is where you learn
- The areas of most failure or struggle is where they learned the most
- GET YOUR HANDS DIRTY
- action over protection, fail fast, honesty over perfection
- on building creative community: contact the people you admire and be open to letting people into your spaces