In retail, speed is no longer optional. Customer expectations shift fast, and technology evolves even faster. Strategic priorities can flip overnight in response to market volatility, operational challenges, or competitive pressure. The question isn’t whether to adapt — it’s whether your teams can do it fast enough.
For many retailers, the answer is no. Strategies are often locked in too early, disconnected from delivery, and out of date by the time they hit the ground. That’s not a failure of vision; it’s a failure of structure. If your operating model can’t flex, even the smartest plans stall.
Retailers need to rethink how strategy, operations and talent work together. Here’s how.
# Define Visionary Big Bets
Retailers have traditionally operated on annual and seasonal planning cycles, but those rhythms can’t keep pace with today’s landscape. Forward-looking teams are placing multiyear “big bets” that give direction without dictating every step.
These bets might focus on things like artificial intelligence-powered inventory planning, digital experience, recommerce, or supply chain visibility and resilience. What matters is that they’re linked to customer outcomes — and that everyone understands what’s most important.
Put it into action: Clearly articulate your big bets and vision, align the vision across departmental executives, and create guiding principles to inform how the organization will handle adjustments to the strategy. You also need to decide how risky you want to be. There is a balance between speed to innovation and governance, and you can’t overachieve in both categories simultaneously.
