
The Patient Work of Turning Around Dior
The Business of Fashion... · 57:47 · ٥٬٢٥١ استماع
من الألبوم The Business of Fashion Podcast
الوصف
When I sat down with Jonathan Anderson in his Dior atelier last December, he hadn’t shown a single couture look yet and nothing he'd designed for the house had reached the shops. He was, by his own account, still working it out — joking that every fitting felt like doing a PhD, learning an institution with its own rules, its own hierarchy, its own way of making. Jonathan’s first products landed in Dior stores on January 2nd. Six months later, this week's LVMH half-year results showed that the Dior turnaround is starting to bear fruit.Listening to the conversation again now, you get a sense of how big a task he was undertaking. Key Insights: Early in the job, Anderson scrapped the traditional 30-day couture turnaround and rebuilt it as a six-month cycle — a structural bet, not a creative one. "I cannot do a couture show in 30 days. I guess it's just impossible. So I was like, let's change it into like a six-month cycle," he says. Six months later, that's roughly the exact runway LVMH pointed to this week: Dior's return to growth landed on almost the same timeline he set for himself.Anderson describes the six-month cycle as "a lab" — a space to experiment with fabrics, hardware and techniques that later filter into bags, shoes and jewellery. "You might learn something through that and then go, actually, we've opened all these looms now, we might as well use that," he says. The jewellery line alone drew on meteorites and Roman cameos; the bags on centuries-old French textiles. Months before the collection showed, Anderson was already in China and the US, talking directly to Dior's biggest couture buyers. "I met someone in America and I have been working out who else I want to attract to the brand," he says — describing collectors motivated by occasion, by history, and by newer buyers just discovering the house. That ground-level client work sits underneath this week's headline: LVMH's fashion and leather goods division, and Dior specifically, outperformed on the strength of exactly this kind of high-touch, VIC-level
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