Lacoste: A Customer 360 programme across six business units

Context

Lacoste wanted one view of each customer across several markets and six business units.

Each business unit had its own habits for describing and serving a customer. One view meant agreeing on what a customer record is, what goes in it, and who may see or change which part.

A Customer 360 programme looks like a data project. In practice it is mostly an agreement between teams that never needed to agree before.

Role

I led the Customer 360 programme: the plan, the cross-functional team, and the risks before launch.

What happened

Most of the work was alignment. The six business units had to agree on shared definitions before the build could move, and each market brought its own way of working.

Risks were identified and worked before launch, while they were still cheap to fix.

Outcome

Customer 360 across several markets and six business units, with all six units aligned on the programme before launch.

What I teach from it

Security and sharing in ADX201. When six business units share one customer, visibility is the first design question: the role hierarchy, sharing rules, and the difference between seeing a record and editing it.

In BSX101, the same case shows new users why the fields they fill in matter to a team in another business unit, in another country.