Engineer Your Own Luck
MIT Sloan Management Review|Summer 2024
Companies that modularize and externalize their best capabilities are in a strong position to seize unexpected opportunities.
Mark J. Greeven, Howard Yu, and Jialu Shan
Engineer Your Own Luck

PREDICTION IS HARD. THE LONGER the time range — six months, three years, a decade — the less reliable any forecasting becomes. And yet, some companies prosper through extreme uncertainties.

Consider cosmetics giant L’Oréal. When COVID-19 unexpectedly struck the world, consumers rapidly shifted to online platforms. Many companies were unprepared, but L’Oréal quickly adjusted, ramping up digital efforts to offer beauty products and services online. Use of its virtual try-on technology increased by a factor of five, and conversion rates from virtual try-ons tripled. This pivot not only supported consumers but also aided retailers such as Amazon and Sephora, which adopted the technology for their sales of L’Oreal products. In addition, the digital team added functionality that allowed beauty influencers to host livestreaming events on L’Oreal’s own website.

L’Oréal’s swift response can be traced back to its 2018 purchase of ModiFace, which develops advanced augmented reality and virtual reality technology for the beauty sector. During the pandemic, it worked with 27 key strategic partners representing 30 countries to make ModiFace available on their websites for applicable L’Oréal brands, facilitating integration via a software development kit. Thanks to its modularized capabilities, the company was able to move quickly to capitalize on unexpected trends in the midst of a highly uncertain environment.

Our ongoing research shows that increased unpredictability and rapidly changing conditions demand that executives strategize at a higher level. Rather than focus solely on products and markets, leaders must develop the ability to discover and act on a company’s options — what is known as optionality — and to scale new initiatives quickly. That will position them to rapidly adjust to unforeseen market shifts, as L’Oreal did.

This story is from the Summer 2024 edition of MIT Sloan Management Review.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

This story is from the Summer 2024 edition of MIT Sloan Management Review.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

MORE STORIES FROM MIT SLOAN MANAGEMENT REVIEWView All
Serve More Customers With Inclusive Product Design
MIT Sloan Management Review

Serve More Customers With Inclusive Product Design

Use these questions to empower teams to design products for more diverse populations.

time-read
7 mins  |
Summer 2024
A Tale of Two Hot Sauces: Spicing Up Diversification
MIT Sloan Management Review

A Tale of Two Hot Sauces: Spicing Up Diversification

The contrasting paths of two hot sauce manufacturers show that managing exposure on multiple fronts is essential.

time-read
4 mins  |
Summer 2024
How Generative AI Can Support Advanced Analytics Practice
MIT Sloan Management Review

How Generative AI Can Support Advanced Analytics Practice

Large language models can enhance data and analytics work by helping humans prepare data, improve models, and understand results.

time-read
10 mins  |
Summer 2024
To Navigate Conflict, Prioritize Dignity
MIT Sloan Management Review

To Navigate Conflict, Prioritize Dignity

Four interrelated practices can bolster dignity, leading to more constructive problem-solving and collaboration.

time-read
5 mins  |
Summer 2024
How AI Skews Our Sense of Responsibility
MIT Sloan Management Review

How AI Skews Our Sense of Responsibility

Research shows how using an Al-augmented system may affect humans' perception of their own agency and responsibility.

time-read
5 mins  |
Summer 2024
Return-to-Office Mandates: How to Lose Your Best Performers
MIT Sloan Management Review

Return-to-Office Mandates: How to Lose Your Best Performers

Your organization's highest-performing employees want executives to focus on outcomes and accountability, not office badge swipes.

time-read
8 mins  |
Summer 2024
The CEO's Cyber Resilience Playbook
MIT Sloan Management Review

The CEO's Cyber Resilience Playbook

What do CEOs who led through a serious cyberattack regret? Use this guide to learn from their experiences and take smarter actions before, during, and after an attack.

time-read
10+ mins  |
Summer 2024
Engineer Your Own Luck
MIT Sloan Management Review

Engineer Your Own Luck

Companies that modularize and externalize their best capabilities are in a strong position to seize unexpected opportunities.

time-read
10 mins  |
Summer 2024
Acing Value-Based Sales
MIT Sloan Management Review

Acing Value-Based Sales

To get the best returns on innovative products, collaborate with customers to define and share the commercial opportunity.

time-read
10+ mins  |
Summer 2024
Why Territorial Managers Stifle Innovation and What to Do About It
MIT Sloan Management Review

Why Territorial Managers Stifle Innovation and What to Do About It

Managers who feel insecure about their status tend not to encourage novel ideas from their employees. Fostering their identification with the organization can change this behavior.

time-read
8 mins  |
Summer 2024