Hedi Slimane - Designer, Creative Director of Celine

Totally see this more likely as well Hedi stays and the CEO changes.

Knowing that CEO´s last 10 year orso love to be the known stars as well for the success of brand rehauls and results.

There is also something we might forget that is a tug of war often silently but very much present between to sides in fashion brands but not exclusively :

Corporate side and the creative department : the business side often see creatives as replaceable crazy divas and feel that the real savvy part of the succes is actually the business side is the brainchild of the operation, as many people part of the corporate side are form high prestigious colleges and or fancy families, creatives are seen as just factory workers with imagination.

This reflects often in salaries and benefits of the different departments as well as internal pushbacks when creatives are not or slightly meeting press and /or sales targets and hype etc ...you always hear and see corporate taking more creative control as well ....including the merchandiser that also believe they are guru´s of fashion success .and last but not least the oso important communication and marketing department in the corporate hierarchy before you go down hill with the CD and design teams at the top of the end of ladar.

Of course there are plenty mediocre creatives /CD´s out there, but you see it happen to even the most successful CD´s this power play with in brands.
 
What's noticeably different is Michael Burke is the Chairman of Celine (along with many other houses including Givenchy, Fendi, Loewe, Marc Jacobs, Pucci, etc) taking this role January 2024. Burke is replacing Sidney Toledano, who was formerly CEO of LV. Hedi has history with Sidney Toledano since working with him at Dior Homme and again joined him at Celine, perhaps this era is coming to an end with Burke. Recently Michael Burke told WWD since taking this role



“A number of the Fashion Group houses now have enough depth and enough heft to be more into risk-taking when it comes to people. That means hiring people, training them and getting them ready for the biggest jobs in the group,” he said. Does that foretell a host of high-level changes at brands under his purview? “Not more than necessary,” Burke replied with a smile. “We don’t reposition all brands simultaneously. There is a certain amount of sequencing so that we can do it in depth.
“At any given time, there’s one or two houses that are in need of repositioning, rebuilding, re-dimensioning or redirecting, and with what Sidney has achieved, we now have more freedom to do that.” In his view, the brands under his purview will need more TLC, of the bespoke variety. “When you’re in a group as successful as LVMH, you can become a little risk-adverse, because we have a number of formulas that work. And we can at times fall back too much on formulas. What will make these houses successful is remaining true to their iconic status, remaining true to their origins, remaining true to the specificities of each house,” Burke explained.
 

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