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ReconKering: Luca de Meo aims to reinvent the industrial dynamics of luxury

By Eva Morletto30 septembre 2026

Luca de Meo’s ReconKering strategic plan is gradually taking shape. Kering is accelerating its restructuring with a clear ambition: to strengthen the group’s shared functions while fundamentally transforming the way it designs, produces and markets luxury goods.

The pooling of purchasing and suppliers should enable Kering to move faster (Shutterstock)

At the heart of the initiative is the Group platform, which brings together industrial capabilities, technology and customer knowledge within a single entity. The stated ambition is to give the maisons greater access to shared resources while preserving each one’s creative identity.

According to the Financial Times, the Pinault family-owned group is now seeking to manage around 70% of its production centrally, while increasing the share manufactured in its own facilities, particularly in Italy.

The pooling of purchasing, suppliers and certain manufacturing processes should enable Kering to move faster, manage volumes more effectively and increase its ability to replenish products when demand is particularly strong.

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Artificial intelligence at the service of production

The transformation also extends to technology. The group is focusing in particular on a unified customer database and artificial intelligence. The latter could notably rely on “digital twins”, virtual replicas of objects or production processes that make it possible to simulate their operation and test their efficiency. The aim is to speed up decision-making, from product design through to the in-store experience.

An increased industrialization is not, however, intended to result in the standardization of the maisons. On the contrary, ReconKering is based on a clearer division of responsibilities: the group would oversee infrastructure, tools and part of the execution, while the maisons would retain responsibility for creativity, building desirability and managing customer relationships.

The organization is therefore designed to combine greater operational efficiency with the preservation of each brand’s individual identity.

A transformation taking place on several fronts

The reorganization comes as Kering continues to pursue several initiatives in parallel. Gucci is continuing its turnaround efforts, while Saint Laurent could soon undergo a change in creative leadership. Alexander McQueen, meanwhile, plans to significantly reduce its store network.

Luca de Meo is thus continuing his efforts to apply to the luxury sector certain principles already tested in the automotive industry, notably the pooling of resources and functions.

Such an approach marks a shift in an industry where the independence of individual maisons has long been regarded as a core principle in the management of luxury groups. With ReconKering, Kering is now seeking to strike a new balance between centralized resources and creative autonomy.

Key points:

- Kering wants to strengthen the sharing of industrial, technological and commercial capabilities across its maisons.

- Artificial intelligence and “digital twins” are expected to help accelerate decision-making and production processes.

- The pooling of resources is intended to go hand in hand with preserving each brand’s creative identity and customer relationships.

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