Luxury
« While some markets are slowing down, notably in China, major luxury Houses must continue to innovate to preserve their uniqueness and remain desirable. Luxury remains a world of high standards, where every detail matters — both for clients and for talent. In this context, the ability to deliver personalized experiences becomes a true competitive edge — in-store, online, and within the company. And while emerging technologies such as artificial intelligence have not yet disrupted the sector’s balance, they offer new avenues for inspiration, creativity, and performance. This is why it is essential to start preparing organizations, skills, and cultures for these transformations today. At Akoya, we support luxury Houses in aligning operational excellence, employer attractiveness, and loyalty to their heritage. »
Maxime Chevallet
Senior Manager
The onboarding process in the luxury sector
How to build a positive onboarding experience?
Discover the caseCreation of a data-driven HR department
How to set up a data-driven HR department?
Discover the caseMobility in the luxury sector
How to engage all stakeholders in internal mobility?
Discover the caseDefining the operational model of support to existing People solutions of a luxury house
How do we define the business model that supports existing People solutions?
Discover the caseSupporting a world leader in cosmetics in its performance development
How to move from performance management to performance development?
Discover the caseDefining the critical skills of a leader in cosmetics
How can critical skills be defined in relation to strategic challenges?
Discover the caseAcculturation of the HR teams to managerial innovations
How can we acculturate HR teams to new practices and trends and thereby create a culture of HR innovation?
Discover the caseBuilding and deploying a job architecture for a leader in cosmetics
How to implement a common language in a new HRIS for key HR processes covering 70 countries?
Discover the caseRedesigning the organisation of marketing and sales teams in the context of splitting up the activities of luxury brands that were initially combined
What organisational models will enable each brand to develop in line with its own growth strategy?
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