Shaping Cultures of Innovation: Do, Don’t Tell

If you move in luxury fashion circles, you’ll have heard of—if not met—David Sims, a very good and very successful campaign photographer. Because he’s so talented, he’s been behind the lens of some of 2024’s best campaigns, shooting at least fifteen for top brands in fashion in the span of eight months. Loewe, Saint Laurent, Gucci, Louis Vuitton, Chloé and Stone Island all feature. To quote former Gucci & Kering Brand Advisor, Fabio Bicheri, who noted Sims’ industry ubiquity in a post on Linkedin: “It says a lot about the paradox of an industry supposed to be fostering creativity but simultaneously protecting the status quo.”

We talk a lot in our studio about the sea of sameness. Always as something to break away from of course, but also as a fascinating example of sector-wide naval-gazing. The image of 2024 fashion—an industry to which creativity, diversity and expression are supposedly paramount—has been dictated by a handful of, albeit talented, photographers, directors and producers.

It’s a similar case in travel and hospitality, where the sea of sameness becomes an infinity pool of indistinguishable uniformity. Monotony, really. It’s all sprawling white beaches framing still azure waters or picturesque ski resorts with undisturbed snow (?). Even the wild has been softened and sanitised, for safety is the primary driver for booking a safari.

The buck doesn’t stop with visuals. From the language we use (“home away from home”, “arrive as guests, leave as friends”, “heartfelt service” and the ever-versatile “The Art of…”) to the ideas we promote (“unforgettable/unparalleled moments”, “making memories”, “a unique way of life”, “more than just a trip”), it’s no wonder affluent prospects prefer to let advisors do the legwork.

This is beyond bad strategy. Bad strategy is operating to be the best. The superlative in your sea. Good strategy is being the only. But only if the distinction is just that: distinctive. “We are the only hotel to offer truly exceptional service” is still bad strategy, not merely for the fact it’s horrifically vague, the claim is absolute tablestakes.

To be truly exceptional, we have to risk standing out.

Finding White Space

The world’s most iconic luxury brands were born out of a relentless drive for innovation—to push the boundaries of technology and design. Consider how Thomas Burberry revolutionised rainwear to protect people from the British weather. Or Ray-Ban’s proprietary Anti-Glare technology. Or Rolex’s Oyster Perpetual, which broke 25 world records for accuracy.

Today, however, ‘innovation’ is often driven by headlines and hype; and gimmicky as a result. Not long ago, luxury houses were funnelling millions into the metaverse, but to what end? In other cases, a blind desire to innovate can result in, quite frankly, useless and unwanted products (see Hermès’ Silk Knot app for iPad).

Innovation, in luxury at least, is about a harmony of disparate ideas across an experience, that credibly bring a brand’s positioning to life. It’s by no means easy. In fact it’s unbelievably hard.

Luxury, in turn, is thought of as this amorphous thing, but it’s not one thing. It’s coded in a million different ways. By its very nature, luxury is irrational, emotional, bound to perceptions of value and hard to distill into a simple equation (yes, clients have asked).

Most of us take ourselves far too seriously. Rational thinking is not regularly the cause of a luxury purchase (the best kind of splurge is a spontaneous one after all), so why internally do we put parameters of logic on not just our initiatives but our thinking?

MOF has a proprietary library of inspiration cards, featuring innovations big and small from a variety of different sectors. These innovations tap into different customer psychologies, create different behaviours and work to achieve different business results. They form part of the "fuel" used in our approach to CX and innovation projects, ensuring brands are looking both outward and inward to inform what they design next, rather than the standard practice of copying the moves of others in their category.

Shaping a Culture of Innovation

Meaningfully changing an organisation is tough. A 2023 study from Harvard Business Review shows that 72% of organisational transformations fail. Substantive change in the luxury space is even more challenging. Ritz-Carlton employees receive over 250 hours of training in their first year.

We know that good culture is felt rather than overtly seen. The best companies we work with have created a feedback loop—listening to people on the ground on what is working and what isn’t. They’re experimental, they take risks. In allowing everyone to feed in, every member becomes an emotional stakeholder.

This stuff is never an investment remiss—culture and the customer need equal attention. The key to being market-leading is to never lose a challenger mentality. To never become complacent, to always re-invent. Culture is a living, breathing thing. It requires continuous shaping and goes hand in hand with brand. It cannot be static.

Remember:

• Innovation in luxury is how every detail comes together. Never the obvious, gimmicky headline.
  
  
• With a strong ‘only’, everyone becomes an innovator; able to ideate on product, sensory activation and behavioural goals.
  
  
• A “customer-led” approach needs cross-departmental collaboration—involve as many people as possible.
  
  
• Great brands are subliminal, and consistent. Do, don’t tell.

Stop working in silos, it's the only way to ensure the whole machine hums. Achieve a better future state for your brand by getting in touch with our consultants via hello@matterofform.com.