Active change in operating model and corporate culture
“Fast track” concept to complement regular collection creation process
Speed often equates to economic success in the apparel industry. HUGO BOSS is therefore endeavoring to create its collections more quickly and flexibly. For this reason, the Company has complemented its regular development process with a “fast track” concept that will permit the rapid shipment of products that are based on short-term trends and the restocking of top-selling items within the season. This concept shortens the time to market from months to weeks. The Group plans to expand this concept over the coming seasons and to apply it to an increasingly larger part of its collections. The use of digital prototypes and the increasing digitization of the production process will support this development. Research and Development
New working methods accelerate processes Group-wide
The formation of cross-functional teams and the delegation of clearly defined responsibilities will accelerate decision-making processes Group-wide and promote an entrepreneurial mindset. It was in this way that the new digital HUGO showroom was developed in only six months using the Scrum method. Agile project management continuously collected feedback from the wholesale customers and incorporated it in the development of the digital showroom. In the coming year, HUGO BOSS will again be taking this transformation to a new level by providing suitable concepts and instruments for human resources activities. Employees
Changes to the corporate culture to make the Company faster and more agile
The upper premium apparel market is changing at ever greater speed. HUGO BOSS must meet the ever-increasing demands of its customers and master the challenges of technological upheavals. To keep pace with these changes and remain successful in the long term, HUGO BOSS is working on an active transformation of its corporate culture. The Company wants to encourage its employees to embrace change in order to realize their own potential and create additional customer value. This requires the abandonment of complex organizational and reporting structures and the establishment of an environment that encourages innovation and forgives mistakes.