Empower Your People with Meaningful Retail Business Transformation

The phrase ‘business transformation’ has been around for decades, and typically addresses the three pillars of people, process, and technology. However, often a greater focus is placed on the technology, with improved business processes and the impact on people both given second billing. Many technology vendors claim to understand the importance of addressing these two components, but too often, they are not given the proper attention, investment, and resources during system implementations.

In other cases, executives will introduce a pure process improvement initiative (not related to a technology implementation) but fall short in addressing the impact on their teams. Both scenarios, under the guise of ‘retail business transformation’ often result in a precipitous dip in productivity, temporary low employee morale, precarious levels of trust in leadership, and worst: not achieving the desired ROI or efficiencies in the expected timeframe (if ever).

Forward-thinking company leaders understand that few projects are simply technical installations or process improvement initiatives. They prioritize the fact that people are at the center of nearly all retail business transformation projects. Actively addressing how a company’s team members are affected is the most important success factor in transformation. While affected resources will assuredly be members of the internal stakeholder team, retail business transformations often also affect customers, vendors, and other business partners.

It is with this people-first mindset that we approach transformation. But depending on the project’s scope, particularly system implementations, we layer in other key elements to drive meaningful change. In this post, we take a deep dive into Parker Avery’s unique and tailored approach to retail business transformation.

Build the Future Operating Model

The basis for most retail transformations in which Parker Avery has been involved is to improve a client’s business processes, leading to efficiency and capability gains. We are often brought in to help clients identify desired future-state capabilities and outline a pragmatic roadmap of prioritized initiatives to move them toward their ideal future operating model.