Art and Commerce: On Christopher Bailey’s New Dual Role at Burberry-------
This week Christopher Bailey officially assumed his joint position as both chief creative and chief executive officer of Burberry. The move has been hailed as revolutionary in some quarters. It’s rare for someone from the design side of things to be given so much responsibility for business decisions. But in fact this turn of events speaks more to evolution than revolution. It’s a reflection of the way that the role of the creative director has changed in the last decade. The notion of the designer as an artistic genius who spins brilliant collections from his own turbulent emotions and who flourishes best with a fierce protector at his side (Yves Saint Laurent and Pierre Bergé being the obvious paradigm) exists only in the memory. Or on the screen—two new YSL biopics are being released this year.
Today, fashion is big business on such a global scale that creative directors are expected to have as much of a grasp of the bottom line as of a hemline. Bailey, a talented designer who also happens to be levelheaded and exceptionally well-organized, is more in the mold of a Ralph Lauren, less focused on inventing a new silhouette than in keeping a brand both consistent and constantly refreshed. It’s not that monumental a leap for him to take control of the balance sheets. In other words, there are no more ivory towers. Hedi Slimane, to my mind an artist, is also incredibly disciplined and clear-eyed about the strategic direction of Saint Laurent as a whole. Nicolas Ghesquière’s debut at Louis Vuitton, meanwhile, seemed to suggest he has an eye on reality as well as experimentation. One of the reasons the young New York designers who emerged in the last five years have stolen a march on their contemporaries in Europe is that they have a well-defined sense of where they fit in the commercial space. But even in London, once the bastion of wayward visionaries and even more wayward bank balances, the talk is of how fledgling labels are setting themselves up to succeed as real businesses. When Natalie Massenet took over as chairman of the British Fashion Council, one of her first acts, I’ve been told, was to limit the champagne intake at the London Showrooms event in Paris. At this seasonal showcase, which allows a group of emerging British designers to present their wares to visiting press and buyers, it used to be that the bubbly would start pouring at 10 a.m. and by noon the process of writing down orders had become somewhat hazy. These days they wait till 5 p.m. to pop the cork.
That represents progress of a sort, I suppose. And yet, as the Met gets ready to commemorate Charles James, a designer who had little interest in commercial obligations but made a couple of indelible contributions to fashion history, it’s hard not to be a little nostalgic for the mad, bad creators of yore. After all, can you really come up with the next big idea if you have one eye on how it will play from Dallas to Dubai? Much of the commentary around Bailey’s appointment has centered on whether he has the chops to handle the business complexities, but going forward, his bigger challenge may be deciding when to pursue a design impulse just because it feels right rather than appears to make immediate sense for shareholders. How he negotiates that balance will ultimately dictate the success or failure of his intriguing new role.