The luxury industry is often viewed as an exclusive and elusive world. Behind closed doors, companies such as LVMH, Kering and Richemont play a major role in dictating what haute-couture trends will reign supreme, manufacturing and marketing high-end fashion products.
While these companies are savvy at marketing, innovation, and exclusivity, they are also no strangers to nepotism. Within the luxury fashion world, it is typical for a founder’s child, spouse or other relative to take over the helm of a family business. Over the years, we’ve seen some of the most prestigious luxury goods conglomerates in the world pass down the reins to the next generation, including Chanel’s succession from Coco Chanel to Alain Wertheimer and his brother Gerard, and the Gucci holding company’s acquisition by the Kering group, passing on control to the descendants of founder Guccio Gucci.
Before delving into this topic, it’s important to understand what nepotism is and why it matters. At its most basic level, nepotism refers to the practice of favoring relatives or close associates when making promotions, or other decisions. It is often seen as a type of corruption, as it can lead to individuals being hired or promoted based on their family connections rather than their merit or qualifications. In the context of the luxury industry, this can have serious consequences, as it can impact the reputation of the brand, and the overall success of the company. Family businesses have the advantage of continuity and strong leadership, as family members often possess a deep understanding of the company’s culture and values. At the same time, however, nepotism can lead to a lack of diversity and a disregard for meritocracy.
One recent example of nepotism in the luxury industry is the nomination of Delphine Arnault as CEO of Dior, one of LVMH’s most iconic brands. Delphine Arnault is the daughter of Bernard Arnault, who is the CEO of LVMH, a group of over 70 luxury brands including Louis Vuitton, Christian Dior, Fendi, and Givenchy.
When news first broke of Arnault’s promotion from executive vice president to Dior CEO, many were left to ponder whether her success was genuinely her own, or the result of her impressive family background. However, a closer look at her career trajectory reveals that Arnault has been carving out her own career in the fashion industry for more than two decades.
Arnault started her career as an intern at Dior and later worked as a consultant for The Boston Consulting Group. In 2000, she joined the business development team of LVMH, working with a range of brands and gaining invaluable experience in the luxury sector. Over the years she’s also spearheaded various initiatives including the LVMH Young Fashion Designer Prize and taken on roles such as the CEO of Berluti, a LVMH-owned men’s luxury brand. Despite her wealth of experience, critics argue that Arnault’s appointment as Dior CEO is still emblematic of an industry plagued by nepotism.
However, there are several reasons why Arnault’s promotion should not be viewed solely through the lens of nepotism. First, she has demonstrated her expertise in the luxury sector, from previous stints at LVMH-owned brands Céline, Loewe, and Louis Vuitton, to her role as CEO of Berluti. Arnault has received numerous accolades for her work in the sector, including being named on Forbes’ list of the world’s most powerful women.
Second, Arnault’s appointment could signal a shift in the industry, reflecting the growing desire for more female representation in leadership positions. The luxury industry has long been criticized for its lack of diversity and inclusivity, with many female designers unable to break through the glass ceiling. By appointing a woman to one of the most prestigious positions in fashion, LVMH could be looking to become a leader in promoting gender diversity and inclusion within the industry.
Moreover, there is no denying that Arnault comes from a successful family. However, she is not the only child of Bernard Arnault to work for LVMH, and the group has a track record of promoting executives who have demonstrated a strong commitment to the company and a wealth of experience.
Ultimately, while Delphine Arnault’s appointment as CEO of Dior can certainly be viewed as nepotism, it is also important to recognize her extensive experience and expertise in the industry, as well as the potential for her hiring to spur positive change in this industry. It is also important to recognize that LVMH isn’t the only luxury brand to face these criticisms, and as an industry, more needs to be done to ensure equitable opportunities for all.
Critics argue that this not only limits opportunities for non-family employees, but also undermines the industry’s values of excellence and creativity. A lack of diversity can also make it difficult for luxury brands to appeal to a wider audience, particularly as consumers increasingly prioritize ethical and sustainable values.
To address these concerns, many luxury brands have implemented formal succession planning and diversity programs to ensure that leadership positions are filled based on merit and qualifications rather than family connections.
Nepotism is a challenging issue to tackle in any context, and the luxury industry is no exception. By fostering a culture of meritocracy and promoting diversity and inclusion, companies such as LVMH can provide additional opportunities for talented executives of all backgrounds, and ultimately improve the overall health of the industry.