Customer success story
Richemont Group Transformation
One governance model brings every brand’s automation onto one secure platform
Richemont, the Swiss luxury goods group that owns Cartier, Chloé, Montblanc and other maisons, worked with Roboyo to bring the automation work of its brands and regions under one governance model. A Global Center of Excellence (CoE) now sets the standards and provides the infrastructure, and each brand’s local team builds on that platform.
<0.1FTE
required for full platform monitoring and maintenance
Single-step
onboarding process reduces time to productivity
1flow
governs stakeholder responsibilities across the group
- Client
- Richemont
- Process
- RPA governance, platform architecture and operating model
- Technology
- Robotic process automation, centralized CoE infrastructure
The challenge
As Richemont’s brands and regions set up their own local automation teams, each moved at its own pace and depth. Working fail-fast, fix-fast, the teams gained hands-on experience and around 35 active cases. But because the teams worked apart, knowledge stayed in silos, overlapping roles blurred responsibility for governance and continuity, no consistent rules covered compliance or segregation of duties, and unstable production automations took ongoing effort to keep running.
Richemont needed one approach to automation that would hold across the group and still fit its decentralized structure.
What Roboyo built
Roboyo worked with Richemont to redesign the governance and architecture behind its automation. Responsibility sits at two levels. The Global CoE sets standards and guidelines, provides the infrastructure and supports delivery for smaller brands. Local CoEs build on that foundation to deliver automation in their own areas.
The platform brings together virtual machine infrastructure, central management of automation assets, shared code repositories, artifact management and pipeline management tools.
The result
Monitoring and maintaining the full platform now takes less than 0.1 FTE. Projects are delivered faster on a stable, clearly defined platform, and new platforms integrate into the existing framework. Every part of the organization follows the same practices, and production deployments are reliable. Built-in controls and comprehensive auditing are in place, and failover moves work quickly to backup machines when one fails.
When the group’s organization changes, user roles and access update automatically, so a change to the brand or regional structure adds little maintenance work.
RPA, with its ability to automate processes across systems and in production, is a powerful tool. However, it also presents significant security and compliance challenges. This sensitivity necessitates a robust governance framework for integrating RPA into Richemont’s systems. Roboyo has been instrumental in helping us conceptualize and structure this governance framework.
Discuss a similar challenge
Governing automation across brands and regions?
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