The industrialization of high fashion redesigns the structure of the fashion industry, both on the demand side is competitive and offer the flexibility becomes the critical success factor for companies operating in this business system. Hence the need to reconcile two aspects are closely interrelated: the creative and the managerial-emotional-rational. In this context that this paper which examines whether and how the creative process-management helps to improve the flexibility of the aims to achieve competitive performance. To serve as empirical support for this research was the reticular system of the Ittierre group operating in the field of ready-to-wear, and whose activity can be regarded as intermediary between designers (which holds contractual licensing) and the market . The data needed to fuel the research were collected through semi-structured interviews with brand managers of the three designers Ittierre, which showed that an integration between the two areas, artistic and managerial, is possible only in terms of complementarity and development of synergies, not competition and abuse of power over the other. Considering that the flexibility of supply is increasingly becoming a source of competitive advantage, the relationship between designers and brand managers seem to move in the direction of the maximum integration and collaboration.