Learning how to listen, stay humble, challenge yourself and make impactful decisions: Nathalie Balla knows exactly what this is about. Thanks to these skills, a good dose of resilience and a strong team spirit, she managed to save La Redoute when only a very few were still hoping for better days.
Fun fact
La Redoute could have stopped the bleeding in 2014, but Nathalie Balla and Eric Courteille decided the brand wasn’t done. After convincing Kering group’s founder with their transformation plan, they both took over the firm for only 1€. Within 6 years, they gave the company a brand new life. Proof of this, La Redoute's online sales went from 55% to 90%. Moral being: startups are not the only ones able to go fully digital!
After such a reborn, Nathalie Balla strongly believes in the power of collective intelligence. A blogpost on her Linkedin page can testify it: “If, at the beginning of the crisis, leadership necessarily became more hierarchical and decisions more centralized, once the crisis settled, it became necessary to rely on the power of collective intelligence: our employees improved their creativity to design new solutions and find new sources of revenue.”
Learning how to listen, stay humble, challenge yourself and make impactful decisions: Nathalie Balla knows exactly what this is about. Thanks to these skills, a good dose of resilience and a strong team spirit, she managed to save La Redoute when only a very few were still hoping for better days.
Fun fact
La Redoute could have stopped the bleeding in 2014, but Nathalie Balla and Eric Courteille decided the brand wasn’t done. After convincing Kering group’s founder with their transformation plan, they both took over the firm for only 1€. Within 6 years, they gave the company a brand new life. Proof of this, La Redoute's online sales went from 55% to 90%. Moral being: startups are not the only ones able to go fully digital!
After such a reborn, Nathalie Balla strongly believes in the power of collective intelligence. A blogpost on her Linkedin page can testify it: “If, at the beginning of the crisis, leadership necessarily became more hierarchical and decisions more centralized, once the crisis settled, it became necessary to rely on the power of collective intelligence: our employees improved their creativity to design new solutions and find new sources of revenue.”