Perspective Beyond · Mind Atlas

Case Study: Rationalization in Luxury

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A three-year, Steering-level programme across more than 50 Maisons — rationalizing the global application landscape to enable post-M&A integration and cross-Maison value, while preserving the heritage and identity of each house.

Enterprise architecture, rationalization & technology value creation · Stewarded by The Integral Management Society / IMSV.org

Richemont is not a conventional multinational. It is a constellation of more than 50 Maisons, legal entities, regional structures, manufacturing environments and retail networks, many with their own history, operating logic and — in some cases — centuries of accumulated organizational DNA. Over the years the Group’s balance between centralization and decentralization had shifted repeatedly, and each Maison had grown its own ecosystem of applications, local workflows and technology decisions.

The engagement began without the foundations most groups assume already exist: there was no Group-wide enterprise-architecture management system, and no consolidated multi-entity application inventory. Even the basic question — what counts as “an application”? — had to be defined before anything could be counted.

When discovery ran across every region, country and entity, an early finding was significant: the degree of duplication by capability was roughly three times higher than expected . That duplication was not always inefficiency. Much of it reflected genuine differences in customer expectations, local regulation, regional business models and Maison identity. This framed the central question of the programme:

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Business and management · 37.78 %Transformation and operational continuity · 26.67 %Use cases and applications · 13.33 %Decisions and responsibility · 11.11 %Evidence, provenance and attribution · 6.67 %Minimum control and sufficiency · 4.44 %

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