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How organizations can design for agility and embrace uncertainty Clarins Group’s organizational experiment during the pandemic shows that large companies can adapt and become more flexible when it matters most. Illustration by MirageC Before the pandemic, global cosmetics giant Clarins Group was making headway in its digital transformation. A family-owned business founded in France in 1954, with annual sales estimated at US$1.5 billion to $2 billion, the company had launched its own e-commerce sites and invested massively in a new customer relationship management (CRM) system. But it also had rigidities to tackle: Clarins’s approach to customer relationships was heavily reliant on intermediaries such as retailers and department stores worldwide. It was also slow to invest in digital marketing in an industry in which startups and new brands innovating on that front were popping up everywhere.

United arab emiratesChristian laurentClarins groupInstitute for management developmentApple facetimeManagement developmentCovid 19Corona virusE commerceOrganizational learningஒன்றுபட்டது அரபு அமீரகங்கள்கிறிஸ்துவர் பரிசு பெற்றவர்கிளாரின்ஸ் குழுநிறுவனம் க்கு மேலாண்மை வளர்ச்சிமேலாண்மை வளர்ச்சிகொரோனா வைரஸ்