2025 was a banner year for Cartier. The Maison leaned on its heritage and its craftsmanship to connect with modern consumers, with new collections and marketing that spoke to a younger audience without loosening the grip on the classics. That momentum set the stage for 2026: new markets, larger operational capabilities, more personalised services and more interactive retail environments, with digital technology used to improve engagement and accessibility as shopping habits shift.
None of that is decided in a strategy document. It is decided in the way hundreds of collectives, in boutiques, in manufacturing, in offices, actually work together day to day. That is where OpenDecide is deployed.
An organic rollout, team by team
Deployment at Cartier is progressive. It starts with a team, produces a result that team can see for itself, and spreads from there: organic adoption across the different Business Units rather than a top-down programme imposed on everyone at once. Teams adopt OpenDecide because their neighbours did and it worked.
The measured results
Excellence at the head, excellence in the field
The logic is the same one that governs any scaling effort in a Maison built on craft: excellence at the level of the leadership collective is what makes excellence on the ground possible. A management team aligned on its objectives and clear on who owns what is the precondition for the operating standard to hold in every boutique and every workshop.
Cartier does not operate alone in this. It is the leading Maison of Richemont, a group whose stated aim is long-term sustainable growth and customer-centricity, with 77% of sales now made directly to end clients across more than 2 300 monobrand boutiques.
The Richemont group in numbers
Richemont's strategy puts people at the centre: a collaborative working environment, professional growth, a leadership culture that encourages responsibility and accountability, across 40 000+ colleagues and 133 nationalities. Those are not soft ambitions: they are statements about how collectives are expected to function. Sustainability, responsible sourcing and customer experience all land on the same place: teams that decide well, together.
Deployment, spreading team by team
From Cartier, the rollout is being generalised progressively across the group's different Business Units, so that each collective becomes more effective and higher-performing, and so that the way teams actually work connects to what Richemont's strategic plan asks of them.
For a Maison founded in 1847 and a group whose signature is "we craft the future", scaling that craft one collective at a time is how the standard holds as the organisation grows.