Invisible Dynamics

Another meeting. Another approval. Another decision waiting for the CEO to become available. A crowded calendar can look like evidence of importance. The organisation needs your experience, your judgement, your ability to connect the dots. Yet it also raises a question: How much of that demand reflects your unique contribution... and how much reflects an organisation that has learned to depend on your presence? A CEO’s calendar tells us something about how the business works.

What if the next mark of exclusivity were not only how rare a creation is but how many lives it is designed to have? Haute couture already contains many of the principles that circular fashion is trying to recover: creation on demand, exceptional craftsmanship, precious materials, repairability, emotional value and pieces conceived to outlive a season. Yet these qualities often remain implicit. The opportunity now is to make circularity visible, not as an environmental conce

At New York Fashion Week, protests against wool reopened a question many in the industry thought belonged to a different category from fur and leather: Should fashion stop using wool? At first, the ethical argument appears straightforward. Wool is animal-derived; therefore, removing it should reduce animal exploitation. But systems rarely respond in straight lines. Wool represents only a small part of fashion’s overall fibre mix, yet it is renewable, biodegradable, durable an

Jacqueline de Ribes was remembered as one of the most elegant women in France. But elegance may be the least interesting part of her story. Born into aristocracy, married at eighteen into a conservative family and celebrated first as a muse, she inhabited a world in which identity arrived almost fully designed. There were codes to respect, expectations to embody and boundaries that a woman of her position was not supposed to cross. Yet de Ribes did not simply wear what her wo

Nike is leaving the S&P 100 after almost eighteen years. Since its 2021 peak, the company has lost more than $220 billion in market value. Its shares have fallen to levels not seen in more than a decade, while younger competitors such as Hoka and On have gained ground among runners, athletes and consumers. It would be easy to tell this story as a familiar corporate tragedy: an iconic brand made the wrong strategic bet and paid the price. But that explanation is too simple

On 26 January 2026, France’s Interministerial Directorate for Digital Affairs, DINUM, officially announced the progressive rollout of Visio, a videoconferencing platform developed by the French State, across all government services by 2027. The objectives stated in the official release are clear: ending the use of non-European videoconferencing solutions, protecting the security and confidentiality of public communications, reducing strategic dependencies on external infrast

Sometimes, we dress to discover who we might become. Reading The Secret Language of Fashion, by Ida Galati, made me reflect on a less visible function of clothing. An outfit does not simply communicate an identity already formed. Sometimes, it creates a temporary space in which another identity can be tested. A more authoritative silhouette. A colour we have never dared to wear. A garment that changes the way we enter a room. Before becoming a message to others, clothing may

A camera suggests that we capture what is in front of us. A radio tells a different story. Signals are already everywhere. The radio does not create them. It receives, selects, tunes and transforms them into something we can hear. Our brain is infinitely more complex, of course. Yet the metaphor opens an interesting perspective on Fashion & Luxury and on leadership. Every day, consumers are immersed in thousands of signals: shapes, colours, materials, sounds, images, stories

Luxury has always been extraordinarily skilled at creating desire. But cognitive psychology raises a more intriguing question: What happens before desire becomes a choice? We do not simply see an object and decide whether we want it. Perception first organises what is in front of us. Attention determines what enters our cognitive foreground. Memory connects it with previous experiences and associations. Motivational and reward systems contribute to what feels worth approachin

4.3 million vehicles recalled. Not because a technology didn’t exist. But because, when it mattered most, humans might not understand how to use it quickly enough. Nine automakers are involved in what has been described as China’s largest automotive recall, following concerns around emergency door-release systems that may be difficult to identify and operate when electrical systems fail. At first glance, this is an automotive safety story. But I believe it raises a much broad