2. ARTICLE OVERVIEW
• FOR EACH INFLUENTIAL DESIGNER THAT STANDS FOR INCLUSION ON THE
RUNWAY THERE IS ANOTHER THAT DISMISSES THE NEED FOR DIVERSITY AS A
WHOLE
• FALL 2016 ZAC POSEN A NEW YORK BASED DESIGNER MADE A POWERFUL
DECLARATION THAT “BLACK MODELS MATTER” BY HIRING AN INCLUSIVE CAST
TO MODEL HIS COLLECTION
• THIS WAS A TRIBUTE TO WOMEN OF COLOR
• HOWEVER IN PARIS DEMNA GVASALIA ONLY HIRED ONE NONWHITE MODEL TO
WALK THE RUNWAY
3. ARTICLE OVERVIEW
• NON-INCLUSIVE DESIGNERS CREATE A MESSAGE THAT TRAVELS ACROSS THE GLOBE
• DOES NOT STOP WITH RACE GOES ALONG WITH PLUS-SIXE, TRANSGENDER, AND
AGED MODELS AS THEY CONTINUE TO BE UNREPRESENTED
• THE CFDA ADVOCATES FOR DIVERSITY ON THE RUNWAY BY IMPLORING DESIGNERS
TO BE MORE INCLUSIVE
• THIS YEARS DIVERSITY REPORT SHOWS CHANGE IN THE INDUSTRY WITH NEW YORK
LEADING IN THIS CATEGORY
• MILAN IS THE ONLY CITY THAT DID NOT CAST ANY PLUS-SIZE, TRANSGENDER OR
AGED MODELS.
5. ARTICLE OVERVIEW - RACE
• EXAMINED 312 SHOWS AND 8,727 MODEL CASTINGS FROM NEW YORK,
LONDON, PARIS AND MILAN.
• LESS THAN 25% OF MODELS WERE MODELS OF COLOR
• ALL FOUR CITIES COMBINED 75.25% WERE WHITE AND 24.75% WERE MODELS OF
COLOR
• IMPROVEMENTS MADE – SPRING 2016 HAD 77.6% WHITE MODELS AND FALL
2015 WAS 80%
• FALL 2016 NEW YORK CITY HAD THE MOST DIVERSITY (31.9%)
6. ARTICLE OVERVIEW – PLUS SIZE & AGE
• AT ALL SHOWS THERE WERE ONLY 6 COMBINED PLUS-SIZE MODELS WHICH
DECREASE FROM SPRING 2016 WHICH HAD 14 PLUS-SIZE MODEL APPEARANCES
• PLUS SIZED MODELS WERE THE LEAST REPRESENTED GROUP FOR FALL 2016
• THIS SEASON 11 AGED MODELS WALKED THE RUNWAY
• INCREASED, IN SPRING 2016 THERE WERE ONLY FIVE AGED MODELS
7. ARTICLE OVERVIEW - TRANSGENDER
• EIGHT TRANSGENDER MODELS WERE CAST IN FASHION WEEKS FOR NEW YORK, PARIS AND
LONDON
• INCREASE FROM SPRING 2016 WHICH INCLUDED FIVE TRANSGENDER MODELS
• A SHIFT TOWARD INCLUSION ON THE RUNWAY WAS SEEN MOST AT H&M STUDIO.
• COULD CONTINUE MAKING PROGRESS IN THE FASHION INDUSTRY BOTH ON AND OFF THE
RUNWAY.
HTTP://WWW.THEFASHIONSPOT.COM/RUNWAY-NEWS/685109-RUNWAY-DIVERSITY-REPORT
FALL-2016/
8. DIMENSIONS FOR DESCRIBING A
MULTICULTURAL ORGANIZATION
• ACCULTURATION
• MODES BY WHICH TWO GROUPS ADAPT TO EACH OTHER AND RESOLVE CULTURAL
DIFFERENCES
• STRUCTURAL INTEGRATION
• CULTURAL PROFILES OF ORGANIZATION MEMBERS, INCLUDING HIRING, JOB
PLACEMENT, AND JOB STATUS PROFILES
• INFORMATIONAL INTEGRATION
• INCLUSION OF MINORITY-CULTURE MEMBERS IN INFORMAL NETWORKS AND
ACTIVITIES OUTSIDE OF NORMAL WORKING HOURS
9. DIMENSIONS FOR DESCRIBING A
MULTICULTURAL ORGANIZATION CONTINUED
• CULTURAL BIAS
• PREJUDICE AND DISCRIMINATION
• ORGANIZATIONAL IDENTIFICATION
• FEELINGS OF BELONGING, LOYALTY, AND COMMITMENT TO THE ORGANIZATION
• INTERGROUP CONFLICT
• FRICTION, TENSION, AND POWER STRUGGLES BETWEEN CULTURAL GROUPS MILLER,
KATHERINE.
ORGANIZATIONAL COMMUNICATION: APPROACHES AND PROCESSES. STAMFORD, CT:
CENGAGE LEARNING, 2015. PRINT.
11. ACCULTURATION
• A NEGATIVE VIEW TOWARDS A MINORITY CULTURE BY A
DOMINANT CULTURE.
• INCLUDE: THE INTRODUCTION OF FORMS OF DRESS OR
PERSONAL ADORNMENT, MUSIC AND ART, RELIGION,
LANGUAGE, OR SOCIAL BEHAVIOR.
• DIFFERENT ACCULTURATION LEVELS OF DIFFERENT CONSUMERS
MAY BE RELATED TO DIFFERENT ORIENTATIONS TO APPAREL
SHOPPING
• HTTP://WWW.COLLEGEFASHION.NET/NEWS/FASHIONABLY-
INFORMED-CULTURAL-APPROPRIATION-STEREOTYPING-IN-
RETAIL-FASHION/
12. ACCULTURATION
• EXAMPLE: WESTERN FASHION WEAR VS MUSLIM FASHION WEARS
• RESPECT EACH OTHER EVEN THOUGH THEY ARE DIFFERENT CULTURES
13. STRUCTURAL INTEGRATION
• IMPROVE INTEGRATION BY REORGANIZING TEAM STRUCTURE TO INCREASE
COORDINATION AND COMMUNICATION
• EVALUATING AND RECOMMENDING KEY TECHNOLOGY IMPROVEMENTS, AND
COORDINATING ALL PRODUCTION CALENDARS INTO ONE MASTER GLOBAL
CALENDAR.
• OPTIMIZING LOCAL, REGIONAL, AND GLOBAL RESPONSIBILITIES ALONG ALL AREAS
OF THE END-TO-END SUPPLY CHAIN, COMPANIES ARE ABLE TO ACHIEVE SCALE
BENEFITS AND GREATER VERTICAL INTEGRATION.
• HELPS ENJOY INCREASED PURCHASING POWER WITH SUPPLIERS, AS WELL AS
ENHANCED CONTROL AND BRAND CONSISTENCY.
• HTTPS://WWW.BCGPERSPECTIVES.COM/CONTENT/ARTICLES/RETAIL_SUPPLY_CHAIN_
MANAGEMENT_FAST_FLEXIBLE_LEAN_RETHINKING_FASHION_SUPPLY_CHAIN/
14. STRUCTURAL INTEGRATION
• H&M EXAMPLE:
• EACH STORE IS CONNECTED WITH CORPORATE LOGISTICS AND PROCUREMENT
SYSTEMS AND THE CENTRAL H&M WAREHOUSE.
• THE IT SYSTEMS ALSO REACH AS FAR AS THE DESIGN AND PRODUCT
DEVELOPMENT TEAMS
• EXECUTIVES HAVE VISIBILITY INTO THE ENTIRE PROCESS, FROM PRODUCT
DESIGN TO SALES.
• THIS LEADS TO MORE EFFECTIVE MANAGEMENT ACROSS ALL CHANNELS.
• THE IT SYSTEM IS KEY TO SUCCESS
• HTTPS://WWW.FORBES.COM/SITES/GREGPETRO/2012/11/05/THE-FUTURE-OF-
FASHION-RETAILING-THE-HM-APPROACH-PART-3-OF-3/#18E474F94A60
15. INFORMATIONAL INTEGRATION
• H&M HAS AN APPROACH THAT HAS A COMBINATION OF THE UNIQLO AND ZARA
COMPANY MODELS
• MERGE COMMITMENT TO LONGEVITY WHILE STAYING RESPONSIVE TO FASHION
TRENDS
• ALL THREE HAVE BUILT SYSTEMS FOR IDENTIFYING CONSUMER PREFERENCES.
• KNOWN FOR ITS FOCUS ON RESEARCHING AND PREDICTING EMERGING TODAY’S
HIGHLY COMPETITIVE RETAIL ENVIRONMENT
• IT’S CRITICAL TO KNOW HOW CONSUMERS WILL REACT TO PRODUCTS WELL
BEFORE THEY’RE LAUNCHED.
• HTTPS://WWW.FORBES.COM/SITES/GREGPETRO/2012/11/05/THE-FUTURE-OF-
FASHION-RETAILING-THE-HM-APPROACH-PART-3-OF-3/#18E474F94A60
16. INFORMATIONAL INTEGRATION
• H&M TRIES TO APPEAL TO ALL MARKETS BY CUTTING COST LOW AND HAVING
STYLE THAT EVERYONE CAN ENJOY
• SUCCESSFUL BY PICKING FUTURE TRENDS EARLY TO HAVE IN MARKETS WHEN
TRENDING
• IT WORKS TO BE AN INCLUSIVE FASHION INDUSTRY
17. CULTURAL BIAS
• PREJUDICE AND DISCRIMINATION HAPPENS ALL THE TIME IN THE FASHION
INDUSTRY
• PEOPLE BELIEVE THAT IF THEY ARE NOT A SIZE 0-6 THEY ARE NOT BEAUTIFUL
OR PERFECT WHEN IN REALITY WE HAVE MADE THAT OUR WORLD
• WE THINK THESE THINGS THAT ARE NOT TRUE EVEN THOUGH EVERYONE IS
BEAUTIFUL WHETHER THEY ARE A SIZE 2 OR 22
• THERE IS NO REASON FOR THESE PRECONCEIVED IDEAS OTHER THAN THAT WE
HAVE BEEN RAISED BY IT SO ITS WHAT WE THINK AND WHAT WE SEE IN
MAGAZINES & IN THE MEDIA
18. CULTURE BIAS
• DISCRIMINATION IS SHOWN IN THE ARTICLE OVERVIEW OVER AND OVER AGAIN
• WE DISCRIMINATE AGAINST PEOPLE OF AGE, RACE, SIZE, AND TRANSGENDER
• THE WHOLE ARTICLE DISCUSSED HOW THE FASHION WORLD IS REALLY NOT
DIVERSE AND KIND OF STUCK IN OLD WAYS SHOWING THAT MOST MODELS ARE
WHITE
19. ORGANIZATIONAL IDENTIFICATION
• THIS ARTICLE DISCUSSES A WOMEN STORY OF TRANSFORMING FROM A MAN TO
A WOMEN AND HOW HER WORK PLACE ACCEPTED HER JUST THE WAY SHE WAS
• TRANSGENDER WORKERS ARE PROTECTED AND ASSISTED
• DIVERSITY IS A POWERFUL RECRUITING TOOL
• DISCUSSING PEOPLE FEELING OR BELONGING TO THE WORKPLACE AND BEING
SUPPORTED
• ARTICLE WORTH THE READ:
HTTP://WWW.NYTIMES.COM/2008/09/04/FASHION/04WORK.HTML
20. INTERGROUP CONFLICT
STRUGGLES IN THE INDUSTRY TODAY
• THE SECRET OF EDITING
• STEALING IDEAS
• CASH FOR COVERAGE
• UNSUNG HERO'S
• MODEL MENTAL HEALTH
• THE INHERENT IRONY IN FAST
FASHIONS
“GREEN” & “ECOFRIENDLY
CONDITIONS
• PAY-FOR PLAY CELEBRITY
ENDORSEMENTS
• CUBA
• THE FASHION INDUSTRY OBSESSION
WITH SOCIAL MEDIA
• THE PEOPLE WHO MAKE OUR CLOTHES
• THE ITEMS THAT ACTUALLY TURN A
PROFIT
• MANY OF THE TOP WOMEN'S FASHION
EXECUTIVES ARE STILL MALEShttp://www.refinery29.com/2015/12/99774/fashion-industry-problems-2016#slide-12
21. QUESTIONS
• WHAT WILL YOU DO TO KEEP THE FASHION INDUSTRY DIVERSE WITHOUT CIRCLING
BACK INTO OLD WAYS LIKE YOU HAVE IN THE PAST?
• WHAT ARE SOME DIFFERENT WAYS YOU COULD PROMOTE DIVERSITY?
• WHY IS IT SUCH A PUSH BACK WITH THE WAY SOCIETY IS TODAY TO HAVE
NUMEROUS UNREPRESENTED GROUPS?
• OTHER THAN THE FACT THAT IT IS HARD TO GET OUT OF OLD WAYS?
• WHAT CAN YOU DO TO CHANGE THIS ISSUE?
22. SOURCES
• RUNWAY DIVERSITY REPORT FALL 2016. (2016, MARCH 25). RETRIEVED MARCH 27, 2017, FROM
HTTP://WWW.THEFASHIONSPOT.COM/RUNWAY-NEWS/685109-RUNWAY-DIVERSITY-REPORT-FALL-2016/
• UNIVERSITY, K. -. (2012, OCTOBER 08). FASHIONABLY INFORMED: CULTURAL APPROPRIATION & STEREOTYPING IN
RETAIL FASHION. RETRIEVED MARCH 27, 2017, FROM HTTP://WWW.COLLEGEFASHION.NET/NEWS/FASHIONABLY-
INFORMED-CULTURAL-APPROPRIATION-STEREOTYPING-IN-RETAIL-FASHION/
• OLIVIER ABTAN, JEAN-MARC BELLAÏCHE, AND KYLE VAHLE. (2013, JUNE 25). RETHINKING THE FASHION SUPPLY
CHAIN. RETRIEVED MARCH 27, 2017, FROM
HTTPS://WWW.BCGPERSPECTIVES.COM/CONTENT/ARTICLES/RETAIL_SUPPLY_CHAIN_MANAGEMENT_FAST_FLEXIBLE
_LEAN_RETHINKING_FASHION_SUPPLY_CHAIN/
• PETRO, G. (2012, NOVEMBER 06). THE FUTURE OF FASHION RETAILING -- THE H&M APPROACH (PART 3 OF 3).
RETRIEVED MARCH 27, 2017, FROM HTTPS://WWW.FORBES.COM/SITES/GREGPETRO/2012/11/05/THE-FUTURE-
OF-FASHION-RETAILING-THE-HM-APPROACH-PART-3-OF-3/#18E474F94A60
• BELKIN, L. (2008, SEPTEMBER 03). SMOOTHER TRANSITIONS. RETRIEVED MARCH 27, 2017, FROM
HTTP://WWW.NYTIMES.COM/2008/09/04/FASHION/04WORK.HTML
• DARWIN, L., & F. (N.D.). 12 CONVERSATIONS THE FASHION INDUSTRY DOESN'T WANT TO HAVE. RETRIEVED MARCH
27, 2017, FROM HTTP://WWW.REFINERY29.COM/2015/12/99774/FASHION-INDUSTRY-PROBLEMS-2016#SLIDE-
12
• MILLER, KATHERINE. ORGANIZATIONAL COMMUNICATION: APPROACHES AND PROCESSES. STAMFORD, CT: CENGAGE
LEARNING, 2015. PRINT.
