For years, at the behest of controversial former CEO Mike Jeffries, Abercrombie & Fitch explicitly pursued a hyper-sexualised marketing strategy.
This included, amongst other things, hiring exclusively good-looking store workers (which the company referred to as “models”) and the implementation of a “looks policy” – which prevented staff growing moustaches, having certain hairstyles, wearing eyeliner, and numerous other things.
I think most of us would agree that Jefferies’ hiring policies and dress codes were too invasive.
But to what extent should companies be able to dictate their staffs’ appearance?
The event, hosted by my good friend Malcolm Scovil (co-founder of Calmworks), and Belinda Raynes (partner at Forgather) explored how companies like Google, EY (and many others) reaped the benefits of implementing mindfulness (a practice of drawing your attention to the present moment whilst acknowledging and accepting your thoughts, emotions and bodily sensations) in their organisations.
The many speakers, which included Michael Acton Smith (founder of Moshi Monsters), Dr. Tamara Russell (neuroscientist and clinical psychologist), Peter Read (Google Ventures) and his daughter Jade Read (Entrepreneur First) told us their stories.
It may not come as a surprise that many fashion companies have focussed heavily on the front-end of their e-commerce operations; the quality of consumer-facing interfaces is essential when it comes to branding, aesthetics, and UX – all extremely important when your consumers associate your organisation with creativity, style, and chic.
But are fashion companies doing enough when it comes to their back-end systems?
