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Hi, my name is Arti Zeighami,

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I'm the Chief Data and Analytics Officer at H&M Group.

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We've been operating since 1947.

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Today, we are in 5,000 stores, over 74 countries,

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and we have 180,000-plus employees in the company.

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And I'm here to share with you the story of how H&M,

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one of the largest fashion retailers in the world,

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went from laggard to being an industry leader in AI

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within three years.

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The first thing we did was look at a portfolio

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and see what capabilities do we want to enhance

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with advanced analytics and AI?

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AI for us has never been artificial intelligence-

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it has been amplified intelligence.

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We're amplifying our teams, our competencies.

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We've done this for 70-plus years.

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We know this business,

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but now it becomes more complex and more data-driven,

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where AI can come in and help

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and enhance the teams to do even better.

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So the five conditions for a successful journey is culture,

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it's compass over map, it's deploy or die,

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it's condition on measurements,

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and finally, it's about amplified intelligence.

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One of the most important parts is courage,

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is the culture of courage- to dare to do new things,

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to dare to fail, to dare to try something outside the box,

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do things that you haven't done before-

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and that's part of our DNA as a company.

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We have always been very entrepreneurial.

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We always tried new things.

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So that's an important part to tap into that again,

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and ensure that people dare to do those changes.

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Secondly, when you do do things,

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you also need to try not to plan too long.

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It's good to have an understanding where you're heading,

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but you need to be able to trust the needle of your compass.

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So compass over map is more important than the map itself.

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You look at the compass,

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you look at the direction, and you start to walk.

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And so if something fails, it's okay

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because then you pivot.

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That's an important part of that.

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Thirdly, is something I refer to as deploy or die.

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That is about testing things in reality.

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It's about creating the MVPs. An MVP is not the full scale

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of how something should look like,

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but there's nothing behind it.

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MVP is like a very thin slice of everything.

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So you test things and gradually become better and better.

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And the fourth thing is about the conditions

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and how you measure things.

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Because formerly a lot of companies,

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even ourselves, were measuring a lot on the silos.

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Now, cross is the new silo.

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You need to measure the customer impact differently.

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You need to start measuring the outcome

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of an algo in a different way than you

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would you have done before.

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And you have to ask new questions on a Monday morning,

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as a merchandiser, as a buyer, or whatever role you have

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in the organization.

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That part's important.

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And also how you measure a follow-up

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of the impact of what you're doing.

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So that's an important thing.

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And the fifth one is always going back

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to the notion of amplified intelligence.

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We're not replacing people, we're not putting in

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these "terminator" programs,

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but what we do is actually amplify

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existing processes within our organization.

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(soft music)