Stella Mc Cartney è un brand di moda nato nel 2001 su iniziativa dell’omonima designer e del gruppo Gucci. In pochi anni Stella si è affermata sul palcoscenico della moda internazionale e oggi le sue collezioni sono distribuite in oltre 50 paesi. Stella Mc Cartney ha ottenuto numerosi riconoscimenti non solo per il suo talento nel campo della moda, ma anche per la sua sensibilità ecologica e sociale.
Ma non è solo per questo che ci ha colpito la storia di Stella.
Il nostro interesse per questa azienda è motivato dall’alta presenza femminile e, in particolare, dall’elevato numero di bambini in età prescolare che le dipendenti di Stella hanno avuto l’ardire di mettere al mondo in questi anni di grande sviluppo dell’azienda.
Come è stato possibile coniugare competitività in un mercato frenetico come quello della moda e tutte queste maternità?
Vedremo come sia solo una questione di organizzazione: uno stile di lavoro orientato ai risultati, personale motivato, efficienza.
Ne parliamo con Carolina Brodasca, Collection Director all’interno di Stella Mc Cartney.
- Can you tell us about your job?
As Collection Director my job is to manage the whole design team and product team in the design/development process from inspiration to production for all products created by the Stella McCartney brand.
- In your department, what is the percentage of women? And mums?
My team in London is 18 people, of which 17 are women and 7 are mums.
And we have 16 babies in total, including Stella!
- How is your working day organized?
We work in a very efficient way and our days and weeks are planned months in advance, the aim is to have a normal life outside work, but to still be one the most innovative and modern designer brand in the world.
We rarely take a lunch break and often our lunches become inspiration meetings.
We start the day at 9.30 allowing all the mum’s to drop off their kids to school at 8.45. We aim at leaving at 6.30 in the evening. I believe in recharging the creative batteries and want my team to come into work full of energy and new ideas, and I believe that after 10 hours we all need a break.
- What are the key factors that make this organizational model a success?
I think we all believe that only a healthy approach to work-life balance gives us the edge to be successful. We have a long serving team and this is the result of a good management and job satisfaction.
- What are the benefits that the Company Stella McCartney has found against such organization?
The major benefit is that both my London and my Italian team are enthusiastic to be part of our organization and are always willing to give their maximum. This for me is essential in an industry that does not know the word ‘unachievable’. I totally believe in long term relationships and always prefer to keep my team members and support them in their personal life. In this way they all feel part of a supportive group and are happy to be loyal to the company.
In addition, it is much more efficient for the company resources to keep their loyal and knowledgeable staff rather than hiring new people.
- A provocative question: couldn’t be preferable, especially in a creative business such as fashion, to replace experienced employees with new people to inject new blood and ideas?
Yes, it is essential for a company like ours to add constantly to our creative resources, but it is also extremely important to have leaders that are constant pillars in our structure to whom people trust themselves.
If the business is good, there is always room for expansion.