In recent years, much has been said about digital transformation in retail. Automation tools, Artificial Intelligence, data-driven management and omnichannel integration are increasingly present in companies’ strategic plans. However, there is one key element often overlooked — and it that can be the difference between the success and failure of these initiatives: the development of the people who bring these strategies to life every day.
When we talk about tactical and operational teams — those who are on the front lines, in inventory, in customer service, in sales — we are talking about the true executors of the transformation in retail. They are the ones who need to understand the new model, adopt new tools, change behaviors and sustain the expected results. To do this, a more digital and results-oriented mindset needs must be intentionally cultivated.
Digitizing the strategy is not enough — you need to digitize the mindset
Technology is advancing rapidly, but who ensures it’s being used effectively? Who guarantees that the data collected in a CRM will be turned into personalized actions? That insights from integrated platforms will actually guide decision-making at the frontlines? That a new omnichannel service process will deliver a smooth experience by the customer?
The answer lies in team preparation, especially when it comes to product and service knowledge, mastery of digital tools, development of analytical capacity and data-based decision-making, better time management and prioritization skills, in addition to adopting a way of thinking that is more open to embracing changes in an agile manner.
Renner, a Brazilian fashion retailer, adopted an integrated approach to digitize not only the customer journey, but also the journey of its operational employees. By implementing technologies such as RFID (Radio Frequency Identification) for inventory control and the “Você na Loja” (“You in Store”) sales app, the company recognized that team engagement would be
critical to the project’s success.
The development actions adopted by Renner for its frontline staff included training on the product life cycle, linking stockroom operations with the shopping experience; hands-on sessions for using new replenishment tools and mobile service; continuous improvement sprints, with active listening of employees and quick adjustments based on team input; and tracking of simple KPIs, such as replenishment time and assisted conversion rate.
As a result, employees began to perform their operational activities with greater agility, the company managed to reduce stockout rates by 87%, had an increase in average sales rates per attendant and, consequently, a more engaged team capable of delivering value to the customer through different channels. This proves that technology only generates real impact when it meets teams that are both prepared and empowered.
Digital only delivers value with prepared people
Technology and structured processes are important, but it is people who make the difference in the day-to-day retail operations. Investing in human development is not just an HR initiative. It is a strategic decision that sustains digital transformation and drives the much-desired productivity gains.
If your company is on a digital journey or implementing new commercial models, it is worth asking: Are my teams truly prepared for this new reality? The success of the transformation starts right there.
Roberta Andrade is Director of Corporate Education and partner at Friedman and Gonow1.
*This text reflects the author’s opinion and does not necessarily reflect the position of Mercado&Consumo. This text was translated with AI.
Image: Shutterstock
