{"graphSha256":"f29d7b1eedeb88387238d2abda347f810d2179c5fdbead47c3ef48507ab20ca5","node":{"id":"E1654","type":"ficha","title":"Case Study: Rationalization in Luxury","url":"https://dakleyer.github.io/perspective-beyond/sources/case-study-rationalization-in-luxury-e1654/","original":"https://jubap.eu/1654-2/","aliases":[],"clusters":["eu"],"tags":["casos","control-minimo","decision","empresa","evidencia","transformacion"],"summary":"","commit":null,"sourcePath":null,"commitUrl":null,"documentId":"doc-c34269358237772547","tagWeights":{"casos":0.1333,"control-minimo":0.0444,"decision":0.1111,"empresa":0.3778,"evidencia":0.0667,"transformacion":0.2667},"reading":"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.\n\nEnterprise architecture, rationalization & technology value creation · Stewarded by The Integral Management Society / IMSV.org\n\nRichemont 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.\n\nThe 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.\n\nWhen 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:","readingSource":{"url":"https://jubap.eu/1654-2/","section":"Opening paragraphs","observed":"2026-11-04","sourceSha256":"1c9a1cadb39b4a02efffcc96576e5563f414d3bc2371462866adf53a6c9b354c"},"readingSummary":"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.","contextTokens":384},"relations":[["apoyo:E1654:C07","E1654","C07","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C08","E1654","C08","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C10","E1654","C10","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C19","E1654","C19","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C20","E1654","C20","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C24","E1654","C24","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C25","E1654","C25","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C51","E1654","C51","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C52","E1654","C52","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C67","E1654","C67","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C69","E1654","C69","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:C70","E1654","C70","documenta el concepto","",null,"apoyo",""],["apoyo:E1654:G48","E1654","G48","documenta el concepto","",null,"apoyo",""],["documento:D004","N1833","E1654","analogy only","The distinction between safe pruning and heuristic ranking clarifies why application retirement requires its own evidence.",null,"documento","La anti-monotonicidad de soporte no se traslada al valor empresarial. Una aplicación de poco uso puede sostener una capacidad crítica o complementar otras."],["documento:D017","T1573","E1654","candidate transfer","Portfolio confidence should preserve unresolved critical dependencies rather than average them away across units.",null,"documento","No se afirma que Richemont usara EA. Antes de agregar, hay que declarar qué incertidumbre afecta a qué decisión y si los dominios son dependientes."],["documento:D027","T1475","E1654","candidate transfer","An anti-circularity design would separate evidence of technical contribution from evidence of organizational recognition.",null,"documento","No es una validación del Attribution Gap ni una reevaluación de resultados del cliente. El protocolo exige fiabilidad y control de sesgo antes de causalidad."],["documento:D029","E1563","E1654","candidate transfer","The event-intelligence proposal suggests a lightweight capability-librarian role for making reuse visible across a portfolio.",null,"documento","El caso de eventos lo propone; no demuestra ahorros del mismo mecanismo a escala global ni autoriza una plataforma central adicional."],["documento:D067","E1554","E1654","documented use","The Japan case details a local discovery–repository–governance sequence within the broader architecture programme.",null,"documento","No inferir que el mismo software EAMS o la misma adaptación cultural se utilizó en todas las Maisons. El programa global y el caso país tienen alcances distintos."],["documento:D070","E1560","E1654","documented use","In the supply-chain case, process traces were interpreted as evidence for architecture decisions rather than treated as a complete portfolio answer.",null,"documento","El texto público no acredita que todas las cadenas dispusieran de logs completos ni que process mining midiera por sí solo todo el ahorro del programa."],["documento:D071","U1312","E1654","documented use","The workforce case documents a capability baseline and platform-choice framework before the transition to scaled delivery.",null,"documento","La fuente distingue arquitectura, preparación de piloto y transición a delivery; no presentarla como despliegue global finalizado ni atribuir al equipo todas las fases posteriores."],["documento:R013","E1662","E1654","editorial comparison","For a complementary reading, see [Rationalization across a decentralized luxury group](https://jubap.eu/1654-2/).",null,"documento",""],["documento:R018","E1729","E1654","editorial comparison","For a complementary reading, see [The luxury-group rationalization case](https://jubap.eu/1654-2/).",null,"documento",""],["documento:R024","E1654","E1538","editorial comparison","For a complementary reading, see [Southeast Asia: discovering the regional shadow portfolio](https://jubap.eu/southeast-asia-shadow-it-and-lakehouse-model-rationalization/).",null,"documento",""],["documento:R025","E1654","E1554","editorial comparison","For a complementary reading, see [Japan: building horizontal architecture governance](https://jubap.eu/japan-enterprise-architecture-function/).",null,"documento",""],["documento:R026","E1654","E1557","editorial comparison","For a complementary reading, see [Manufacturing capability federation](https://jubap.eu/1557-2/).",null,"documento",""],["documento:R027","E1654","T1417","editorial comparison","For a complementary reading, see [Deciding before the architecture is fully known](https://tegrity.ai/when-you-have-to-decide-before-you-can-discover/).",null,"documento",""],["documento:dialogue-bridge-D-265-E1654","D-265","E1654","puente de lectura","El diálogo sobre capacidades ya usadas dentro de las Maisons aporta una lectura del caso de racionalización: descubrir una solución probada y estudiar sus condiciones de reutilización.",null,"documento",""]]}