Artificial intelligence presents the most complex organisational challenge fashion companies have faced in decades.
Unlike previous business priorities that largely resulted in the creation of new functions or leadership roles — e-commerce heads in the 2000s, sustainability chiefs during the ESG boom, diversity leaders after 2020 — the technology is changing how nearly every part of the organisation works at once, from design and merchandising to planning, marketing, customer service and corporate operations.
This dynamic raises new questions who about should have oversight of the technology, and what organisational changes are needed to get the greatest value from AI. The companies that emerge strongest will be those that invest in both the technology and the people needed to capitalise on it.
They will avoid over-indexing on cost-savings while preserving a long-term vision and remain clear about the uniquely human capabilities that animate a creative and relationship-driven industry.
In this memo to BoF’s Executive Members, learn more about:
- Where ownership of AI strategy should sit and whether companies need a dedicated AI leader
- Which skills and responsibilities remain uniquely human as automation expands
- How to preserve junior talent pipelines as traditional learning opportunities evolve
- Whether AI will reduce reliance on agencies, consultants and other external partners, and where outside expertise will remain essential
