What: Global businesses must develop new operating models that balance regional autonomy with global efficiency, as geopolitical realignment, AI advancement, and slowing growth reshape traditional trade relationships.

Why it is important: The shift from rules-based multilateral trade to regional blocs demands new operational approaches, particularly as 87% of companies implementing AI report significant revenue increases, highlighting the critical link between technological adoption and business success.

Three major trends are fundamentally reshaping how global companies operate: geopolitical realignment, rapid AI advancement, and slowing global growth. The traditional system of rules-based multilateral trade is being replaced by distinct blocs and clusters, each with potentially incompatible business rules. While CEOs are currently focused on immediate challenges like supply chain resilience and cost-cutting, the research shows they must also address longer-term structural changes. Companies need to reconfigure their value chains, revise governance frameworks, and modernise their approach to talent management. The study reveals that over 60% of large companies prioritise supply chain resilience, while only 35% focus on building AI capabilities. Success requires a careful balance between maintaining global scale advantages and developing regional flexibility. Leading companies are already adapting through innovative interventions, from restructuring business units to advancing partnerships and implementing AI at scale.

IADS Notes: Recent market evidence underscores the urgency of operational transformation. In March, retailers faced unprecedented complexity in tariff management, with BCG projecting $640 billion in additional import costs. By February, major retailers began implementing AI-powered analytics for supply chain optimisation, while only 10% successfully scaled their applications. The impact of these changes is particularly evident in Asia, where January data showed significant shifts in retail dynamics, with emerging markets growing at 11% compared to developed markets' 4.5%. Success stories demonstrate the potential of new operating models: in May, Estée Lauder's AI implementation reduced analysis time from weeks to minutes, while December saw retailers achieving 30% faster operations through automated systems. These developments highlight how companies must balance technological innovation with regional market understanding to succeed in the new global landscape.

If you’re a global business, you need a new operating model

Companies must go beyond AI adoption to realise its full potential

What: A comprehensive BCG study of over 10,600 workers across 11 countries shows that while AI usage is mainstream, realising its full business value requires fundamental workflow redesign and stronger leadership support.

Why it is important: The study exposes the vital connection between AI implementation success and organisational transformation, showing that retailers must focus on both technological integration and human factors to achieve meaningful results in an increasingly AI-driven market.

The research reveals a clear divide in the success of AI adoption across retail. While 72% of respondents use AI regularly, only 51% of frontline employees are active users. Three main factors determine success: training (only 36% feel prepared), proper tools (54% resort to unauthorised solutions), and leadership engagement (reaching just 25% of frontline staff). Companies seeing results have redesigned their work processes while investing in employee development and measuring outcomes. AI agents represent the next challenge, with 75% of employees viewing them as crucial for future operations, although current integration remains at only 13%. The findings stress the need for structured implementation, adequate training, and clear performance tracking.

IADS Notes: Recent developments validate BCG's findings. In March 2025, leading retailers achieved 4.5% annual productivity growth through AI integration, while February 2025 data showed that 71% of consumers expect personalised interactions. January 2025 research revealed that 87% of early AI adopters saw revenue increases of 6% or more . Intime Department Store demonstrated this potential in July 2024 with a 15% boost in counter sales . However, only 10% of retailers successfully scale their AI applications, highlighting the importance of comprehensive strategies.

Companies must go beyond AI adoption to realise its full potential - article

AI at work: Momentum builds, but gaps remain 

AI at work: Momentum builds, but gaps remain - Presentation

What: Traditional employee relations approaches focused solely on compliance are failing to prevent issues, as HR Acuity reports surging case volumes across categories, requiring a shift toward culture-first investigation strategies.

Why it is important: Research shows that inclusive workplaces achieve 50% reduction in turnover risk and 56% increase in performance, making cultural assessment during ER cases crucial for business success.

The traditional approach to employee relations (ER) cases, which often prioritises compliance and quick resolution over cultural understanding, is proving inadequate in today's workplace. HR teams are facing increased case volumes while lacking the tools and framework to address root causes effectively. Common pitfalls include limited consideration of cultural factors, disconnected departmental data, and missed opportunities for organisational learning. A more effective approach combines standard investigations with cultural assessments, gathering anonymous employee feedback to understand systemic issues. This dual-track strategy enables organisations to both resolve immediate concerns and prevent future incidents. By integrating culture assessments into ER workflows, companies can reduce repeat incidents, ensure compliance, build transparency, and create stronger psychological safety. Most importantly, only 20% of organisations currently gather employee feedback following investigations, representing a significant opportunity for improvement.

IADS Notes: Recent market evidence underscores the urgency of cultural transformation in employee relations. In March, research revealed that 71% of consumers expect personalised interactions, a standard that should extend to employee experience. February data showed that 50% of Gen Z professionals reject traditional management roles, viewing them as high-stress and low-reward. The impact of poor cultural alignment is significant: December findings showed 51% of luxury retail employees planning to leave their positions, with 40% citing lack of empowerment as a key issue. However, success stories demonstrate the potential of culture-first approaches: Neiman Marcus's "Magic Makers" program achieved a 34-point increase in engagement, while companies implementing systematic cultural development achieved 21% higher returns.

A culture-first approach to employee relations crises

What: APAC consumer sentiment reveals stark regional contrasts, with India leading discretionary spending while Japan and South Korea navigate economic headwinds amid rising inflation and tariff concerns.

Why it is important: The divergent consumer behaviors and economic responses across APAC markets signal a fundamental shift in regional retail dynamics, requiring retailers to develop market-specific strategies while adapting to accelerating digital transformation.

The Asia-Pacific consumer landscape exhibits remarkable diversity in sentiment and spending patterns across its major markets. India stands out with robust discretionary spending across categories like dining, travel, and electronics, while maintaining strong optimism despite global uncertainties. In contrast, South Korean consumers are demonstrating increased caution, particularly in travel spending, reflecting broader economic challenges and heightened sensitivity to tariffs. Japan faces its own challenges as consumers adapt to inflation levels unseen since the 1990s, leading to significant changes in shopping behaviors and increased preference for discount stores. Meanwhile, China shows resilience amid uncertainty, with consumer optimism growing despite ongoing trade policy concerns. Australia presents the most positive shift in consumer sentiment, with net optimism rising three percentage points, suggesting growing confidence in economic recovery. These variations in consumer behavior and economic response highlight the complex interplay between local market conditions, global economic pressures, and evolving consumer preferences across the region.

IADS Notes: Recent market analyses highlight significant transformations across APAC retail. As observed in January 2025, market-specific trends and omnichannel adoption are reshaping shopping behaviors, with South Korea's online shopping surpassing in-store sales for the first time. February 2025 data showed Japanese retailers adapting to weak consumer confidence through value-oriented strategies, while March 2025 revealed India's projected growth in affluent households to 30% by 2035. These developments coincide with substantial investments in digital infrastructure , as exemplified by Central Retail's USD 665 million commitment to AI integration and ecosystem development.

Asia–Pacific consumer sentiment: Spending shifts amid uncertainty

What: Global retailers invest billions in advanced surveillance and AI technology to fight organized retail crime as traditional security measures prove insufficient against escalating theft and violence.

Why it is important: This technological arms race represents a critical shift in retail security strategy, as the industry faces unprecedented losses of GBP 2.2 billion in the UK alone, forcing retailers to balance sophisticated crime prevention with customer experience and worker safety.

The retail industry is witnessing a dramatic transformation in its approach to security, driven by escalating organised crime and increasingly aggressive theft. Retailers are deploying an arsenal of sophisticated technologies, from AI-powered surveillance systems that detect suspicious movements to smart checkouts equipped with computer vision. In the UK alone, companies invested GBP 1.8bn in security measures last year, reflecting the industry's determination to combat losses that reached GBP 2.2bn. These advanced solutions include facial recognition technology, weighted shelves that track product movement, and intelligent car park monitoring systems that can identify vehicles involved in previous thefts. However, this technological evolution presents retailers with complex challenges, particularly in balancing security with customer experience and privacy concerns. The industry's focus has expanded beyond mere theft prevention to encompass worker safety, as violence against staff has become increasingly prevalent. While early results show promise, with some retailers reporting significant reductions in theft and aggressive incidents, the race between security measures and criminal adaptation continues to evolve.

IADS Notes: The retail industry's security transformation has accelerated significantly, as evidenced by recent developments. In January 2025, UK retailers faced record crime levels with over 2,000 daily violent incidents, prompting innovative responses like Walmart's body camera pilot program focusing on worker safety. The industry's embrace of AI-powered solutions gained momentum with Veesion's EUR 38 million funding round in May 2025, while concerns about customer experience led to discussions about "untailing" in August 2024. This evolution in security strategy has shown promising results, with 87% of retailers implementing AI reporting increased revenues while maintaining service quality.

The high-tech fight against shoplifters

What: Thailand's retail landscape evolves beyond traditional shopping centers into cultural destinations, with malls like IconSiam leading a $84 billion sector that seamlessly blends commerce, entertainment, and Thai heritage.

Why it is important: The transformation of Thailand's retail sector showcases how strategic investment in experiential retail and cultural integration can create sustainable growth, even amid digital disruption and changing consumer behaviours.

Thailand's retail sector has emerged as a crucial economic driver, contributing THB2.8 trillion ($84 billion) to the country's GDP in 2023. The nation's malls have evolved beyond mere shopping venues into comprehensive lifestyle destinations, exemplified by IconSiam's innovative fusion of traditional Thai design and modern retail experiences. This transformation includes architectural elements like gold motifs and traditional Thai styles, alongside practical features such as indoor floating markets and cultural celebrations. The strategy has proven successful, with tourism contributing approximately 18% to Thailand's GDP by 2024, attracting 35 million foreign visitors. Major developments continue to shape the landscape, including the THB120 billion ($3.5 billion) One Bangkok Retail project and Central Pattana's ambitious expansion plans. However, the sector faces challenges, including digital disruption and an oversupply of retail space, estimated to reach 8.3 million square metres in 2025. Mall operators are responding through innovative approaches to differentiation and enhanced customer experiences.

IADS Notes: Recent developments in Thai retail demonstrate a sophisticated evolution in the sector. According to Inside Retail in January 2025, Bangkok's mall operators have successfully positioned themselves as cultural purveyors, with significant investments in art exhibitions and local designer spaces. This trend was reinforced in March 2025 when Central Pattana announced a THB120 billion investment plan for mixed-use developments, demonstrating confidence in the sector's future. The Mall Group's strategic focus on cultural integration, highlighted in February 2025, has proven successful with their enhanced Middle Eastern tourism initiatives. These developments align with Thailand's projected luxury market growth to $3.6 billion by 2029, as reported by BoF in November 2024, showcasing how the combination of cultural experiences with high-end retail is creating a distinctive model for sustainable growth in the Asian retail landscape.

Why visiting a mall in Thailand feels more like sightseeing than shopping

What: A MAD study reveals that 60% of luxury brands struggle with frontline recruitment and 93% with manager positions, while 77% plan to implement AI solutions by 2028 to transform talent management.

Why it is important: With 51% of luxury retail employees planning to leave their positions and 68% of VIC clients following their advisors (December 2024), this transformation is crucial for maintaining customer relationships and business continuity.

The luxury retail sector is undergoing a fundamental transformation in talent management and development. The industry faces complex challenges as retail roles evolve beyond traditional responsibilities, requiring mastery of both classic luxury service and new digital capabilities. Store staff must now navigate sophisticated omnichannel systems, execute clienteling strategies, and demonstrate deep knowledge of sustainability practices, while maintaining exceptional customer service standards. To address these challenges, luxury brands are implementing innovative solutions across multiple fronts. The transition to a skills-based approach is reshaping recruitment and development practices, while 79% of brands have launched specific well-being initiatives for retail teams. The integration of AI technology emerges as a crucial enabler, though requiring careful balance between technological efficiency and human excellence in luxury retail. The report highlights the urgency of this transformation, as brands work to create meaningful career paths that satisfy both established and emerging talent while maintaining the high standards of luxury retail excellence.

IADS Notes: The luxury retail sector's transformation in talent management is evidenced by significant developments throughout 2024-2025. In December 2024, the industry faced a critical challenge with 51% of luxury retail employees planning to leave their positions, while 68% of VIC clients followed their advisors to new employers. In response, January 2024 saw luxury brands implementing comprehensive training academies and AI-powered staffing optimisation, exemplified by Neiman Marcus Group's "Magic Makers" strategy, which achieved a 34-point increase in employee engagement. By March 2025, leading retailers achieved 4.5% annual productivity growth through AI integration while maintaining focus on human capabilities. However, as revealed in April 2025, while companies are investing heavily in AI, success depends more on cultural transformation and employee engagement than technological implementation, with only 10% of retailers successfully scaling their applications. LVMH's comprehensive AI strategy launch in June 2025 demonstrates how luxury brands can balance technological innovation with traditional excellence, using AI to enhance rather than replace human capabilities in retail operations.

MAD & Comité Colbert study on frontline talents recruitement issues

What: Corporate America faces a critical juncture in Pride Month participation as companies navigate between maintaining LGBTQ+ support and managing political risks in 2025.

Why it is important: This shift reflects a broader transformation in how retailers balance social initiatives with business risks, particularly as the LGBTQ+ community represents $3.9 trillion in global purchasing power and 25% of Gen Z consumers.

The landscape of corporate Pride participation is undergoing significant transformation in 2025, with companies adopting varied approaches to LGBTQ+ support. WorldPride in Washington, D.C., serves as a microcosm of this evolution, attracting both steadfast supporters and those who are scaling back their involvement. Major sponsors like JPMorgan, United, Delta, Hilton, Hyatt, and H&M maintained their presence, while others reduced participation. Giant Food exemplifies continued commitment through consistent local engagement since 2016, while Amazon has shifted to a more nuanced approach, recognising cultural moments internally while modifying external communications. The political backdrop, including changes in EEOC policies and widespread corporate DEI reassessments, has created complex challenges for employers. According to Monster's 2025 report, more than half of LGBTQ+ workers lack dedicated employee resource groups, highlighting ongoing workplace inclusion challenges. The situation reflects broader industry dynamics where companies must balance stakeholder interests with evolving social and political pressures.

IADS Notes: The retail industry's approach to Pride and DEI initiatives has undergone significant transformation since late 2024. In November 2024, Walmart initiated a strategic pivot by maintaining its inclusion practices while modifying terminology. By January 2025, Amazon rebranded its initiatives as "Inclusive eXperiences and Technology", while luxury brands maintained explicit DEI commitments. The emergence of the FAIR framework in early 2025 provided retailers with a new approach to balancing inclusive practices with business performance. This evolution was further highlighted by Target's experience, which saw a $10 billion valuation loss following DEI controversies, demonstrating the complex challenges retailers face in navigating social initiatives while managing market expectations.

Are employers still sponsoring Pride this year amid DEI rollbacks?

What: Luxury brands must embrace AI to enhance and scale their white-glove service, as 56% of clients report dissatisfaction with their luxury shopping experience despite high expectations shaped by other sectors.

Why it is important: As luxury retail faces slowing growth and increased competition, AI's ability to enhance client advisor capabilities and improve online self-discovery presents a critical opportunity to reignite growth through scaled personalisation.

The luxury retail sector stands at a critical juncture where artificial intelligence can transform how brands deliver exceptional service at scale. While AI may seem contrary to luxury's emotional and personal nature, changing client expectations and increasing fragmentation make it essential for future growth. BCG's 2025 Luxury CX and AI Global Survey reveals that 56% of clients are dissatisfied with their luxury shopping experience, while 38% report shopping more online than they did three to five years ago. AI and GenAI can enhance the human connection through thoughtful, behind-the-scenes support, enabling "superhuman" client advisors and improved online self-discovery experiences. These technologies allow advisors to engage with more clients while maintaining personalised service, providing real-time access to client insights and enabling "wow moments" at scale. The implementation challenge lies in balancing technology with brand experience, as 62% of survey participants express concerns about losing the human touch. However, the commercial risks of not deploying AI far outweigh these concerns.

IADS Notes: Recent market evidence demonstrates luxury retail's accelerating AI transformation. In July 2024, LVMH's AI Factory began developing modular algorithms for e-commerce recommendations and client advisor enhancements, while maintaining ethical AI practices. By September, Saks implemented AI-powered solutions for enhanced personalisation, demonstrating how traditional luxury retailers can bridge digital and physical experiences. Selfridges' innovative approach, launched in February, shows how AI can support deeper personalisation for high-net-worth individuals while maintaining the human touch. The urgency for transformation is clear: March data reveals that 71% of consumers expect personalised interactions, while only 10% of retailers have successfully scaled their AI applications. These developments highlight how luxury brands can leverage technology to enhance rather than replace the essential human element of luxury service.

Why the luxury experience needs an AI moment

What: IKEA Australia launches 'This is not a home' campaign, using in-store installations to highlight the reality of homelessness affecting 120,000 Australians daily.

Why it is important: The campaign shows how retailers can authentically engage with social issues beyond traditional charitable donations, creating meaningful impact through their core business assets.

IKEA Australia has launched a powerful campaign addressing homelessness through a dramatic transformation of its Sydney flagship store in Tempe. The 'This is not a home' initiative, developed in partnership with Save the Children Australia, uses stark in-store installations, including a parked car and a tent in the restaurant area, to confront customers with the reality of homelessness driven by domestic and family violence. CEO Mirja Viinanen's strategic approach combines awareness-raising with practical support, offering starter packages valued at USD 500 for basic home furnishings. The campaign emerged from extensive planning focused on creating positive social impact, with IKEA recognising its unique position to influence change in communities where it operates. Beyond raising awareness, the initiative includes multiple support channels, allowing customers to contribute through in-store, online, or remote donations, while IKEA strengthens its partnership with Good360 Australia to expand its impact.

IADS Notes: IKEA Australia's bold homelessness campaign represents a significant evolution in retail social responsibility, following a year of transformative initiatives across the sector. The approach mirrors Choose Love Store's December 2024 success in transforming retail spaces into platforms for social change, while building on Selfridges' April 2025 innovations in making retail spaces more inclusive and accessible. The campaign's authenticity aligns with findings from the May 2025 World Retail Congress, which highlighted how successful retailers are moving beyond traditional donations to create meaningful community impact. This strategic approach to social responsibility echoes Westfield's demonstrated success in generating substantial social value through community initiatives, while embodying the April 2025 industry insight that brands maintaining authentic commitment to values build stronger customer relationships.

The thinking behind Ikea Australia’s bold campaign to combat homelessness

What: A comprehensive survey of 250 founders reveals striking differences in US and European approaches to AI adoption and business growth, with US founders showing higher optimism despite economic uncertainties.

Why it is important: The contrasting approaches to AI adoption and risk assessment (39% of US founders very concerned about rapid tech advancement vs 15% in Europe) offer valuable lessons for retail strategy development.

The 2025 Sifted AVP Transatlantic Founder Index reveals significant disparities in how US and European founders approach technology adoption and business growth. Despite global economic volatility, US founders consistently demonstrate higher confidence levels across key metrics, rating their access to capital (7/10 versus Europe's 5/10) and talent acquisition (8/10 versus 6/10) more favourably. The survey highlights a notable divergence in priorities, with European founders focusing more on capital efficiency and measured growth, while their American counterparts show greater appetite for rapid scaling and technological advancement. This contrast is particularly evident in their approach to AI implementation, where 39% of US founders express serious concerns about keeping pace with technological change, compared to just 15% of their European counterparts. The research also reveals that while both regions face similar challenges, their responses differ significantly: Europeans emphasise customer acquisition (32%) and regulatory compliance (20%), while US founders prioritise technological adaptation (26%) and supply chain resilience (21%).

IADS Notes: Recent market data underscores the significance of these transatlantic differences in retail technology adoption. In March 2025, research showed that 87% of early AI adopters experienced revenue increases of 6% or more, while McKinsey's February 2025 report revealed that 71% of consumers now expect personalised interactions. However, implementation success varies significantly between regions, with only 10% of European retailers successfully scaling their AI applications compared to higher rates in the US. This gap is further evidenced by contrasting approaches to AI investment, with US retailers more aggressively pursuing technological integration, as demonstrated by Walmart's successful implementation of AI-powered personalised homepages in October 2024, while European counterparts focus on balanced, regulation-conscious deployment strategies.

THE 2025 SIFTED AVP TRANSATLANTIC FOUNDER INDEX Outlooks from both sides of the pond

What: A comprehensive survey of 250 founders reveals striking differences in US and European approaches to AI adoption and business growth, with US founders showing higher optimism despite economic uncertainties.

Why it is important: The contrasting approaches to AI adoption and risk assessment (39% of US founders very concerned about rapid tech advancement vs 15% in Europe) offer valuable lessons for retail strategy development.

The 2025 Sifted AVP Transatlantic Founder Index reveals significant disparities in how US and European founders approach technology adoption and business growth. Despite global economic volatility, US founders consistently demonstrate higher confidence levels across key metrics, rating their access to capital (7/10 versus Europe's 5/10) and talent acquisition (8/10 versus 6/10) more favourably. The survey highlights a notable divergence in priorities, with European founders focusing more on capital efficiency and measured growth, while their American counterparts show greater appetite for rapid scaling and technological advancement. This contrast is particularly evident in their approach to AI implementation, where 39% of US founders express serious concerns about keeping pace with technological change, compared to just 15% of their European counterparts. The research also reveals that while both regions face similar challenges, their responses differ significantly: Europeans emphasise customer acquisition (32%) and regulatory compliance (20%), while US founders prioritise technological adaptation (26%) and supply chain resilience (21%).

IADS Notes: Recent market data underscores the significance of these transatlantic differences in retail technology adoption. In March 2025, research showed that 87% of early AI adopters experienced revenue increases of 6% or more, while McKinsey's February 2025 report revealed that 71% of consumers now expect personalised interactions. However, implementation success varies significantly between regions, with only 10% of European retailers successfully scaling their AI applications compared to higher rates in the US. This gap is further evidenced by contrasting approaches to AI investment, with US retailers more aggressively pursuing technological integration, as demonstrated by Walmart's successful implementation of AI-powered personalised homepages in October 2024, while European counterparts focus on balanced, regulation-conscious deployment strategies.

European consumers brace for more uncertainty

Explore the country deep dives below:

Denmark: Cautious Optimism – Danish Consumers Pursue Value in Volatile Times

France: Caught in Uncertainty, French Shoppers Reveal Their True Selves

Germany: German Consumers – Saving Where They Can, Spending Where They Must

Italy: Gloomy Outlook: Italian Consumers Reallocating Their Spending

Spain: Adapting Under Pressure – Insights into Spanish Consumer Behavior 2025

Norway: Optimistic but Disciplined – How Norway’s Consumers Demand Value-First Choices in 2025

Sweden: No Turnaround Yet – Swedish Consumers Rethink, Don't Retreat

Romania: Romanian Consumers – Price-Driven Pragmatism in a Volatile Environment

United Kingdom: UK Consumers – Saving Where They Can, Spending Where They Must

What: U.S. tariff policies and market uncertainty are reshaping hiring patterns, with 61% of HR leaders expecting increased competition for frontline talent.

Why it is important: The convergence of tariff pressures and technological change is forcing businesses to reimagine their workforce strategies while maintaining operational efficiency.

The labor market is experiencing unprecedented workforce challenges as tariff uncertainties and technological advancement reshape traditional hiring patterns. According to Gartner's April 2025 data, job postings have surged to 36% while voluntary quits dropped to 14%, the lowest in two years, indicating a market hardening despite increased job availability. The impact of U.S. administration tariff policies is significant, with 61% of HR leaders anticipating increased competition for frontline talent and 55% expecting greater difficulty in hiring for new roles. Despite 64% of HR leaders acknowledging the need for cost-saving measures, only 37% have implemented or plan to implement such changes. This disconnect between expectation and action is particularly noteworthy as 40% of leaders anticipate rising wage pressures, though only 5% have increased or plan to increase wages. The situation is further complicated by the integration of AI and automation, requiring a delicate balance between technological advancement and workforce management.

IADS Notes: Recent developments in the business sector underscore the complexity of current workforce challenges. As reported in March 2025, companies implementing AI have achieved 4.5% annual productivity growth, significantly outpacing the industry's decade-long 0.3% average. Major corporations have responded with substantial wage increases, while others have introduced comprehensive benefits including on-site childcare. However, the transformation extends beyond compensation, as evidenced by December 2024 data showing that 51% of employees in customer-facing roles plan to leave their positions, highlighting the need for broader workplace reforms. The industry's response has evolved from pure cost management to strategic workforce development, with businesses increasingly focusing on upskilling programs and value-aligned employment practices.

Tariffs, talent, and turmoil: How uncertainty is disrupting hiring

What: AI and hiring analytics tools can now identify hidden barriers for underrepresented candidates, with research showing that data-driven hiring approaches increase diversity by 30% within a year when companies actively track and analyse candidate disengagement patterns.

Why it is important: The Mobley v. Workday lawsuit highlights how AI hiring tools can perpetuate discrimination, making it crucial for organisations to implement data-driven oversight of their recruitment processes to ensure both efficiency and fairness.

Organisations must move beyond gut feelings to data-driven hiring practices, particularly when addressing diversity and inclusion. The key lies in understanding where historically underrepresented candidates drop out of the hiring process through detailed funnel analysis spanning multiple years. AI tools can now analyse these patterns in seconds, identifying bias hotspots automatically. However, the technology must be implemented thoughtfully, with structured interviews and predefined scoring criteria to reduce bias. Tools like BarRaiser and HireVue can monitor interview consistency, flagging issues such as disproportionate interruptions or dismissal of non-traditional communication styles. The approach must extend beyond recruitment to offer transparency, particularly around salary discussions, as many qualified candidates withdraw at the offer stage. Success requires a comprehensive strategy that combines AI efficiency with human oversight to ensure both diversity and fairness in hiring.

IADS Notes:Recent market evidence underscores the complexity of AI in hiring. In March 2025, research showed AI-enabled teams reduced work time by 16% while maintaining performance quality, yet only 10% of retailers successfully scaled their AI applications. The Mobley v. Workday case, certified as a nationwide collective action in June 2025, highlights the risks of unchecked AI hiring systems, particularly in discriminating against protected groups. However, success stories demonstrate the potential: companies implementing systematic inclusion strategies achieve 21% higher returns, while those combining organisational learning with AI implementation are 1.6 to 2.2 times more effective at managing uncertainties, suggesting that balanced human-AI approaches yield the best results

How AI can help find and fix hidden barriers for underrepresented candidates

PRINTABLE VERSION HERE

[This IADS Exclusive is the second part of a series of two dedicated to the Agile methodology]

Retail is changing faster than ever. Customers expect convenience, personalisation, and seamless shopping experiences, whether online or in-store. Technology is advancing rapidly, and market conditions are more unpredictable than ever. To keep up, retailers need to be agile, literally. Agile, originally created for software development, has become a game-changer in retail, helping businesses streamline operations, stay innovative, and improve customer experiences. This paper builds on IADS Exclusive:[Embracing Agile](https://www.iads.org/web/iads/10431-iads-exclusive-embracing-agile.php), which introduced the core principles of Agile and its growing importance in retail.

For Agile to work, companies must rethink how they operate. It’s not just about adopting a new system, it’s about fostering a culture of adaptability, teamwork, and continuous learning. Leaders set the tone by encouraging experimentation and collaboration, while teams embrace Agile frameworks like Scrum, Kanban, and Extreme Programming (XP) to improve efficiency and spark innovation. Retailers don’t need to completely restructure their organisations to adopt Agile. Instead, they can introduce Agile practices within specific projects, allowing them to gradually build a foundation for long-term flexibility and resilience.

Agile isn’t a magic solution, and challenges will arise, but when implemented effectively, it helps businesses respond faster to market changes, keep employees engaged, and deliver better customer experiences. In today’s retail landscape, agility isn’t optional, it’s essential.

What does implementation look like?

Agile at the leadership and team levels 

Leadership is pivotal in driving Agile adoption, setting the tone for transformation by establishing a sharp vision and fostering an environment that supports experimentation, learning, and adaptation. For Agile to succeed, senior management must be well-versed in its principles to ensure alignment with strategic goals. Leaders play a crucial role in promoting a culture where experimentation is encouraged, mistakes are seen as opportunities for growth, and ongoing refinement becomes second nature. One notable example is the John Lewis Partnership, where leadership spearheaded an Agile transformation in its IT department, empowering cross-functional teams to make decisions and collaborate closely.

The importance of leadership is also evident in recent retail successes. Effective Agile leadership requires not only strategic oversight but also accessibility and relatability. Leaders should actively reinforce organisational values while communicating Agile’s capabilities in a way that resonates with employees. By doing so, they build trust across teams, ensure alignment with strategic objectives, and foster a collaborative culture that supports Agile’s core principles.

Agile’s strength lies in its adaptability across retail teams, from marketing to operations. Cross-functional teams practising Agile can quickly respond to changes in demand or trends, leveraging tools like sprints, stand-ups for team alignment, and retrospectives for continuous learning and improvement. Agile ceremonies, such as sprint planning, stand-ups, and retrospectives, provide a structured rhythm that promotes collaboration and ongoing growth. They ensure teams remain adaptable and iterative in their approach, enabling them to maintain focus while driving innovation and efficiency.

Kanban, scrum, and beyond 

It’s all about being dynamic, being able to go with the flow depending on what is the root for a change in a project. One thing that is important to understand is the Agile framework works as an umbrella for several different variations. Teams need to assess which variation best suits their needs and, when circumstance change, take an Agile approach by shifting to a different methodology that’s a better fit. Here’s a breakdown of a few of the most common Agile methodologies and ideas for retail:

• Kanban

• A highly visual approach to Agile that helps teams manage workflows and improve efficiency. Using Kanban boards—whether physical or digital—tasks are tracked through stages such as “To Do,” “In Progress,” and “Completed.” This visualisation ensures teams can easily identify bottlenecks and streamline processes.
• For retail, Kanban is particularly useful in areas such as inventory management, marketing campaigns, and supply chain operations, where real-time updates and task prioritisation are crucial.

- Scrum 

• One of the most popular Agile methodologies, especially for small teams. It organises work into short, focused cycles called sprints, with each sprint lasting a few weeks. Scrum is led by a Scrum Master, whose role is to remove obstacles and keep the team focused on their goals. Daily stand-up meetings ensure alignment, and retrospective sessions after each sprint encourage progressive advancement.
• In retail, Scrum is effective for initiatives such as launching fresh marketing campaigns, improving customer service processes, or developing digital features for e-commerce platforms.

• Extreme programming (XP) 

• Typically used in software development, extreme programming is a methodology focused on high-quality deliverables through frequent iterations and technical excellence. While initially designed for software development, its principles can be applied to retail technology projects.
• XP can help refine mobile app features or improve the functionality of e-commerce websites, ensuring technical systems align seamlessly with customer needs.

• Adaptive project framework (APF) 

• Also known as Adaptive project management (APM), is designed to handle projects where unknown factors or changing resources are common. This methodology focuses on real-time adjustments to budgets, timelines, or team dynamics as they evolve. APF prioritises the resources available at any given time rather than what might be ideal.
• Retailers can use APF to pilot new technologies, develop omnichannel solutions, or adapt to unforeseen challenges in customer-facing projects.

• Extreme project management (XPM) 

• Often used for extraordinarily complex projects with significant uncertainty, it emphasises frequent adjustments and short sprints, allowing teams to pivot strategies quickly as conditions change. This methodology encourages trial-and-error problem-solving and multiple iterations to refine approaches.
• In retail, XPM is well-suited for navigating unpredictable scenarios, such as entering new markets, handling volatile supply chain disruptions, or launching flagship stores with experimental formats.

• Adaptive software development (ASD) 

• Focuses on endless adaptation and improvement, enabling teams to adjust quickly to changing requirements. Its three overlapping phases—speculate, collaborate, and learn—encourage teams to identify and resolve issues in real-time.
• Retailers can leverage ASD to optimise loyalty programs, enhance in-store technologies, or refine customer engagement strategies. Its iterative and non-linear approach makes it particularly effective for projects where requirements are fluid.

• Dynamic systems development method (DSDM) 

• Provides a structured approach to managing the entire project lifecycle. It consists of four main phases: feasibility and business study, functional modelling or prototype iteration, design and build iteration, and implementation.
• Retailers can apply DSDM to large-scale initiatives, such as rolling out enterprise resource planning (ERP) systems or implementing complex supply chain solutions.

• Feature driven development (FDD) 

• Feature Driven Development blends different Agile best practices while focusing on specific features of a project. It emphasises frequent updates and prioritises customer input, ensuring that developed features align with user needs.
• In retail, FDD is particularly useful for refining e-commerce platforms or customising product offerings based on consumer feedback. Its iterative nature also allows teams to address errors and implement fixes quickly, ensuring continuous progress.

Agile methodologies provide retailers with powerful tools to navigate a fast-paced, ever-changing environment. As a result of leveraging methodologies like Kanban, Scrum, XP, APF, XPM, ASD, DSDM, and FDD, teams can enhance flexibility, drive innovation, and improve operational efficiency. Each methodology offers distinct advantages, allowing retailers to choose the approach that best suits their specific project requirements.

Overcoming challenges in agile adoption 

Adopting Agile in retail comes with challenges such as resistance to change, silos between departments, and difficulties in scaling Agile practices. Strategies to overcome these challenges include change management initiatives, training programmes, and fostering a culture of openness and collaboration. It is essential to reassure employees that Agile is not a siloed experiment but a supported initiative from top to bottom, encouraging a culture where mistakes are seen as opportunities for growth and improvement.

Resistance to change often stems from uncertainty or unfamiliarity with new processes. Providing clear communication about Agile’s purpose and ongoing support from leadership helps alleviate concerns and build trust across teams. Addressing departmental silos involves integrating new systems and encouraging cross-functional collaboration to ensure alignment from top to bottom.

NuOrder’s comprehensive research highlights these challenges and how leading retailers are overcoming them. Insights from senior retail leaders at major department stores emphasise three critical focus areas: improving customer engagement, streamlining operations, and optimising product assortments. The findings reveal that while personalisation remains essential, supply chain innovations often yield more immediate profitability gains. This suggests that Agile implementation should prioritise operational efficiencies alongside customer experience improvements.

Ultimately, overcoming these challenges requires a concerted effort to build an Agile-friendly culture that empowers employees, promotes collaboration, and leverages Agile principles to adapt and thrive in the fast-paced retail environment.

The benefits of Agile in retail

Enhanced customer and employee experiences 

Agile empowers retailers to respond swiftly to customer needs by delivering personalised and timely offerings. For instance, Amazon’sadoption of small, autonomous teams and continuous deployment enables the company to innovate rapidly, adapt to evolving preferences, and maintain a seamless, up-to-date customer experience. These practices enhance customer satisfaction by ensuring offerings are tailored and relevant.

Beyond customer-facing benefits, Agile’s collaborative nature fosters stronger employee engagement. By creating an environment of teamwork and shared responsibility, employees feel more connected to their roles, which translates into higher satisfaction and productivity. This connection between employee satisfaction and customer loyalty underscores the transformative potential of Agile, as motivated employees are better equipped to deliver exceptional service and drive positive customer experiences.

One of the unique aspects is that teams can focus on customer needs much more closely than other industries. With the rise of cloud-based software, teams can quickly gather feedback directly from customers, facilitating rapid adjustments and improvements. Retailers are already tapping into this with the rise of e-commerce and online offerings, alongside increased investment in enhancing the online experience. Customer satisfaction is a key driver for software development and retail, it’s easy to see why it is included in the Agile process. Through customer collaboration, Agile teams can prioritise features focused on customer needs. When those needs change teams can take an Agile approach and shift to a different project.

Faster time to market 

It’s all in the name, the reason why they call it Agile methodology. Being able to shift strategies quickly, without a hitch or disturbing the flow of a project is one of the main benefits of using Agile processes. Retail, like software, is constantly changing, and project needs must adapt with it. As previously pointed out, this is the prime reason linear project management methods like the waterfall model are less effective.

Since phases in the traditional waterfall method flow into one another, shifting strategies is challenging and can disrupt the rest of the project roadmap. Software development is a much more adaptable field, project managing rapid changes in the traditional sense can be challenging which is why Agile is favoured. Retailers and department stores could take notes from this community to better adapt to rapid changed in the market and drive more effective, customer-focused results.

Agile teams can rapidly develop and launch new products, campaigns, or services, staying ahead of competitors. Target's adoption of Agile in its marketing department allowed the company to launch campaigns more quickly and with greater alignment to customer needs, improving overall effectiveness and return on investment.

Recent industry developments demonstrate how Agile methodologies accelerate market responsiveness. As observed in May 2024, department stores are actively rebuilding for success in the digital world, with emphasis on the rapid deployment of digital capabilities and faster response to market changes. The phygital revolution documented in September 2024 shows how retailers leveraging Agile principles can more quickly integrate physical and digital experiences, leading to enhanced customer engagement and operational efficiency.

Continuous innovation and improvement 

Agile fosters a culture of continuous learning and innovation, enabling retailers to adapt swiftly to latest trends and technologies. Through feedback loops, Agile allows companies to refine processes, products, and services constantly, ensuring they remain competitive in a rapidly evolving market.

The transformation of retail through Agile principles is evidenced by several recent success stories. Macy's "Bold New Chapter" initiative, revealed in November 2024, demonstrates  how iterative improvement and customer-centric approaches drive successful transformation. The broader industry shift toward phygital retail experiences validates that Agile methodologies are essential for modern retail success, merging physical and digital touchpoints seamlessly. These developments highlight that Agile adoption in retail is not merely a passing trend but a foundational shift in how successful retailers operate and evolve.

Agile isn’t merely a set of processes or a trendy buzzword, it’s a mindset that transforms how retailers operate. Organisations that fully integrate Agile principles transcend reactive business models, instead leveraging change as a strategic asset. Agile empowers retailers to recalibrate swiftly in response to evolving consumer behaviours, optimise operational frameworks, and establish enduring customer relationships.

Frameworks such as Scrum, Kanban, and Adaptive Project Framework (APF) empower retailers to create flexible workflows, make faster decisions, and drive continuous improvement. Dismantling rigid operational structures, fostering interdisciplinary collaboration, and embedding iterative problem-solving into core strategies enables businesses to cultivate an environment of resilience and innovation. In an industry where volatility is a defining characteristic, Agile serves as a mechanism for converting uncertainty into strategic advantage, equipping retailers with the dexterity needed to thrive in complex market ecosystems.

As discussed in IADS Exclusive: Embracing Agile* adopting Agile goes beyond simply improving efficiency, it reshapes how businesses function in an increasingly competitive and fast-moving retail environment. Companies that fully integrate Agile methods don’t just adapt to industry disruptions; they actively shape the future of retail by setting new standards for flexibility, innovation, and customer-driven decision-making.*

Credits: IADS (Maya Sankoh)

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*[This IADS Exclusive is the first part of a series of two dedicated to the Agile methodology]

What began as a methodology for software development, Agile is making waves across industries, like retail, driving a shift in how businesses approach innovation, customer experience, and streamline operations.*

*Agile methodology, characterised by iterative development, collaboration, and responsiveness to change, has found fertile ground in retail operations. Unlike traditional project management approaches, it prioritises flexibility and continuous improvement, enabling retailers to adapt quickly to fluctuating market conditions and shifting consumer preferences. Its application spans product development, marketing, inventory management, and customer service, offering a comprehensive framework for retail innovation.

This transformation reflects a departure from static, linear strategies, in favour of a more dynamic and iterative approach to problem-solving. While retail companies will continue to evolve in parallel to advancements in technology, changes in management strategies, culture, etc.; their ability to adapt and respond swiftly (or not) will be the critical point of differentiation between success and failure a defining trait of success, now more than ever.*

Understanding Agile in the retail context

What is Agile?

Agile methodology emerged from software development as a framework focused on iterative progress, collaboration, and adaptability. Conventional linear project management approaches follow rigid sequences of planning and execution. Agile, on the other hand, prioritises flexibility, iterative problem solving and responsiveness to change. This project management framework breaks projects into several dynamic phases, commonly called sprints. It allows teams the grace to quickly pivot and address challenges as they arise, fostering an environment of continuous learning and innovation.

This methodology originates from The Agile Manifesto1 , published in 2001 by seventeen software developers, focusing on four core values and 12 principles. These developers needed an alternative to linear product development processes. If reshaped for retail context, thus Agile retail values and principles would be:

Values

1. Individuals over processes and tools: Teams value collaboration and teamwork over working independently or doing things “by the book.”
2. Functioning strategies over comprehensive documentation: The project should work! Additional tasks such as documenting are less important than development.
3. Customer collaboration over contract negotiations: Customers are the stars within Agile methodology. Agile teams allow customers to guide where the project should go, so it beats tweaking details of contract negotiations.
4. Responding to change over following a plan: As echoed previously, one of the biggest benefits of Agile is that is allows teams to be flexible. This framework enables teams to quickly shift strategies and workflows without disrupting an entire project.

Principles

1. Satisfy customers through early and continuous improvement.
2. Welcome changing requirements, even late in the project.
3. Deliver value frequently.
4. Break silos of your project.
5. Face to face is the most effective way to communicate.
6. Build projects around motivated individuals.
7. Working strategies are the primary measure of progress.
8. Maintain a sustainable work pace.
9. Continuous excellence enhances agility.
10. Simplicity is essential.
11. Self-organising teams generate the most value.
12. Regularly reflect and adjust your way oof work to boost effectivenes

The four values of Agile are like the roots of a tree, deeply embedded and providing the strength and nourishment needed for growth. The twelve principles are the branches that grow from these roots, flexible yet sturdy, reaching outward to adapt to the environment. Just as a tree’s branches can grow in different directions to suit its surroundings, these principles can be shaped and adapted to meet the unique needs of any team.

In retail, these principles reshape operations by enabling faster decision-making and streamlined workflows. After every sprint, teams reflect to identify room for improvement so they may adjust their strategy for the next phase or sprint. This empowers teams to break down complex projects into manageable increments, enabling them to deliver results quickly while constantly refining their processes and strategies based on feedback. This approach accelerates time-to-market for products and services and ensures that offerings remain closely aligned with shifting consumer preferences and market dynamics.

Retail has reached its Agile moment. The post-pandemic era has seen the convergence of mobile commerce, customer-centricity, and operational volatility, making agility a synonym for resilience. According to McKinsey & Company’s report on retail agility, enterprise-level agility is key to navigating the challenges posed by global disruptions and rapidly shifting consumer behaviours. Retailers like Walmart have integrated Agile practices into supply chain operations, enabling faster decision-making and real-time adjustments in response to demand fluctuations. This agility has proven essential in managing complex logistical challenges while maintaining customer satisfaction.

The relevance of Agile to retail

The demand for speed and flexibility in retail is driven by changing consumer expectations, technological advancements, and market competition. The COVID-19 pandemic served as a catalyst for adopting Agile practices, pushing businesses to explore new approaches that fostered progress, innovation, and creativity under challenging conditions.

Case examples:

• Sainsbury's leveraged Agile to modernise its legacy workflows, enabling it to enhance digital capabilities and adapt quickly to customer needs. This demonstrates the significance of Agile in retail's digital transformation.
• Breuninger's successful transformation into a digital multi-channel retailer showcases how Agile principles enabled rapid adaptation, resulting in online sales reaching 50% of total revenue.
• Macy's innovative strategy implementation shows how iterative testing through their "First 50" stores programme has led to measurable sales and customer service metrics improvements.
• H&M has adopted a hybrid Agile model, blending Agile practices with traditional operations. By doing so, the company ensures cross-functional collaboration and rapid prototyping of in-store technologies like interactive mirrors and personalised shopping assistants.

Beyond operational improvements, Agile's importance includes retail’s broader digital transformation efforts. Its origins in software engineering make Agile an intuitive fit for managing technological initiatives, such as the integration of AI and data-driven decision-making tools. Innovations in software and AI are owed much to Agile’s approach, which allows projects to advance as soon as a success threshold is met, moving straight into implementation. This is bolstered by a constant feedback loop between the customer and teams, ensuring ongoing refinement throughout the project lifecycle.

By fostering seamless collaboration and iterative problem-solving, Agile provides retailers with a holistic framework for managing complex digital ecosystems while keeping pace with innovation2.  Furthermore, Agile’s core principles (flexibility, collaboration, and continuous improvement) support a customer-centric mindset essential in modern retail. Whether responding to real-time feedback, launching targeted marketing campaigns, or refining product offerings, Agile empowers retailers to remain nimble and responsive3.

Agile as a cultural shift

Adopting Agile is not just about new processes; it requires a cultural shift. It demands collaboration, customer-centricity, and constant improvement. For employees, this shift translates into greater autonomy, heightened responsibility, and a renewed sense of purpose, fostering accountability and pride in their work. This cultural alignment is crucial as younger generations entering the workforce expect workplaces that fuel their passions and reflect their values.

The key cultural transformations it involves are:

• Employee empowerment: Teams gain autonomy and accountability, fostering pride in their work.
• Collaboration: Breaking down silos encourages knowledge sharing across departments.
• Purpose-driven work: Employees increasingly seek roles that align with their values and passions, especially post-pandemic.

However, a multigenerational workforce presents unique challenges:

• Older employees may resist change or lack familiarity with Agile practices.
• Younger employees prioritise meaningful work over job security, often seeking entrepreneurial opportunities if their needs are unmet.

Agile’s success lies in its ability to transform workplace cultures into ones where feedback and adaptability are normalised. This cultural change resonates with a multigenerational workforce, as younger employees gravitate toward purpose-driven environments while older employees benefit from structured but flexible mentoring opportunities. For retailers, aligning Agile practices with company values creates a culture of trust and collaboration that attracts and retains top talent. When implemented thoughtfully, Agile bridges generational gaps, fostering shared learning and a sense of purpose among all employees.

*The adoption of Agile methodologies in retail is not just a passing trend, it’s a strategic necessity in today’s fast-paced, digitally driven world. As digital advancements, the rise of AI, and the constant need to stay relevant reshape the industry, Agile offers retailers a way to thrive by supporting adaptability and innovation. The key takeaway is this: retailers don’t need to overhaul their organisational structures to embrace Agile completely; instead, they can start by implementing Agile practices in specific projects to build a foundation for long-term flexibility and resilience. Agile’s emphasis on collaboration, accountability, and iterative improvement empowers retailers to respond effectively to unpredictable market changes. Fostering environments where cross-functional teams adapt quickly and align with customer needs enables retailers to drive sustainable growth while enhancing both customer and employee experiences. Ultimately, an Agile organisation becomes the optimal goal, because in an unpredictable market, the ability to adapt is the only way to stay ahead.

Retail leaders are encouraged to explore Agile methodologies as a transformative approach that ensures relevance and resilience in an ever-evolving landscape. Identifying existing practices that align with Agile principles and implementing them in the right projects positions retailers for long-term success—driving innovation, overcoming challenges, and confidently adapting to the future*

1: The Agile Alliance, “The Agile Manifesto,” August 2001.

Andrey Hristov, “The Agile Manifesto,” SD Magazine, August 2001.

2 : Stine Rømmen Anderssen, Guilherme Riederer, and Ahmad Zaidi, “In Search of Speed: A New Way for Retailers to Organize,” McKinsey & Company, October 15, 2021.

3: “Benefits of Agile Methodology in Retail.” SkillNet Solutions, November 5, 2024.

Credits: IADS (Maya Sankoh)

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CHECK OUT THE PHOTOS OF LA RINASCENTE

La Rinascente, a member of the IADS for 49 years until 2008, was purchased by Central Retail Corporation in 2011. It remains the only European department store company under Central Retail (also including Central Department Store, Robinson Department Store, Supersports, CMG), as the other companies in the European portfolio belong to the Central Department Store business unit.

Since the acquisition, it has followed an active strategy of going upmarket, not only to differentiate from the only other Italian competitor (Coin) but also to take advantage of the specificities of the Italian market, especially its strong tourism basei : the flagship store in Milan, which accounts for more than half of the group’s turnover, is a must-see for any foreign visitor.

Now, with nine stores across Italy, the company is doing well: it announced record 2023 sales, reaching 1bn€, a hefty +14% increase from the previous record set in 2019. After conducting an extensive campaign of store openings and renovations across its store fleet between 2017 and 2023, the company announced at the end of 2024 the acquisition of “Odeon”, a former 3,000 sqm cinema in Milan, to be refurbished and host the Duomo flagship store cosmetics offer by mid-2027

Taking the opportunity of a partner visit in Milan, the IADS visited the store last Christmas to assess the current situation.

A flaming debut

“La Rinascente” is the company's second name, which was initially called Aux Villes d’Italie in 1877, to be Italianised in 1880 (Alle Città d’Italia).

Everything started in 1865 when the Bocconi brothers opened a small clothing store selling men’s suits in Milan. Success was immediate, and branches were opened in Rome, Genova, Trieste, Palermo and Turin. The Milan operations morphed into a department store in 1877 as the Bocconi inspired themselves from Boucicault’s Au Bon Marché, only to be transferred to the current location in Piazza Duomo in 1889.

Following a bustling but poorly funded expansion, aggravated by WWI, the Bocconi brothers sold the business in 1917 to Senatore Borletti, a member of the second generation of the iconic Italian entrepreneurial dynasty (Maurizio Borletti, a fifth-generation member, was President of La Rinascente between 2005 and 2011). As soon as the acquisition was finalised, Borletti asked Italian poet Gabriele D’Annunzio to come up with a new name: La Rinascente was registered in September 1917, to offer high-quality products at reasonable prices to the then-emerging middle class. What could have been a simple rebranding became a prophecy in December 1918 when the Milan store was burnt to ashes in a fire just before its grand reopening, calling for a new debut and injecting a new meaning into the company's name.

While the Milan store was being rebuilt, Borletti focused on revamping the existing seven stores (Turin, Genova, Bologna, Florence, Rome, Naples, Palermo) between 1919 and 1920, and opened new ones: Padova (1923), Catania (1923), Messina (1924), Bari (1925), Piazza Loreto in Milan, Corso Vittorio Emanuele II in Rome, Taranto, Syracuse, and Trapani (all between 1927 and 1928). However, innovation began in the Piazza Duomo store: it reopened with innovative services for the era (a bank, a hair salon, a tea room and a post office) in 1921.

In the same year when IADS was created, La Rinascente teamed up with German-based department store company Leonhard Tietz (another IADS member from 1930 to 1939) to create “Unico Prezzo Italiano Milano”, a fixed-priced store known as UPIM, in 1928. It shortly merged with UPIM into a new company, of which the Swiss-based department store Jelmoli was a shareholder. This period also corresponds with an optimisation of the store fleet: the new company counted in 1931 five Rinascente stores and 25 UPIM ones, and in 1941, 52 UPIM stores and five Rinascente units.

WWII hit the company badly: Genova, Cagliaro and the Milano Duomo stores were destroyed, and only the Rome store and 37 UPIM units remained operational at the end of the war. Recovery was quick: the Duomo store reopened in 1950, with a façade designed by Ferdinando Reggiori and the windows by Carlo Pagani. The company thrived in the post-war period under the watch of the Borletti clan: Umberto Brustio, Senatore Borletti’s son-in-law, took the rein at the death of the latter in 1939, and then Aldo Borletti, Senatore’s son, took over in 1957. It was all about culture: La Rinascente was famous for its events dedicated to countries (Spain, Japan, Mexico…) and also for launching the world-famous Compasso d’Oro design award in 1954, in a move similar to what Galeries Lafayette and Printemps did in the 1930s.

In 1961, La Rinascente group diversified by creating the SMA Supermarket chain, following a national craze for this new distribution format introduced in Italy in 1957. The Borletti family sold the group, composed of five La Rinascente, 150 UPIM stores and 54 SMA Supermarkets, to the Agnelli’s investment vehicle (the founders of FIAT), and the Mediobanca bank. It opened a period of rapid expansion: a new hypermarket format in 1972, the acquisition of JC Penney’s Italy in 1977 (four stores), a new DYI format in 1983, until the FIAT group split in 2005 and the Rinascente group restructured under the helm of ‘Associated Investors Group’, composed of Italian investors including Maurizio Borletti. With the help of Vittorio Radice, the GM, La Rinascente revamped the Milano Duomo store with international architects renovating each floor in 2006 (India Madhavi for the ground floor, Studio Mumbai for the first floor, Rodolfo Dordoni for the second floor and Vincent Van Duysen for the third one, with plans to continue upwards), the opening of a food hall in 2007 and the “Design Supermarket”, a new lifestyle retail space, in 2009.

The company was sold to Central Retail Corporation in 2011 for €205m (after divesting from UPIM in 2010, which was sold to Coin), with a plan to expand its store coverage in Italy. New stores opened in Rome (2017), Turin (2019), and Florence (2020), expanding the network to 9 units in Italy located in 8 cities, ranging between 3,000 and 22,000 sqm.

The Rinascente business unit achieved 1bn€ in sales in 2023, with all stores growing over 2022 (including Milan, +19%) and a significant EBITDA growth of +70%. Luxury accessories and beauty are among the top-performing categories for the chain, which is characterised by a particular store layout policy: each floor is conceived and designed by a specific architect or designer. Twenty architects contributed to the renovation (or the creation) of the Turin, Florence, Milan Duomo and the two Rome stores between 2017 and today. Consequently, each store experience is unique (a feat also echoed by a careful integration into the local activities, such as the Rinascente Florence store partnership with the Pitti show) and relates well to the notion of Italian design and arte de vivere that the chain advertises. No wonder the CEO Pierluigi Cocchini talks about a “collection of department stores” rather than a chain, with each store unique in its design and offering.

Central Retail Corporation has brought La Rinascente to international fame and recognition through the launch of “Rinascente on Demand”, a chat and shop Whatsapp-based service launched in 2020 that connects global customers with staff located in Italy and ships internationally. The group claims to have achieved 45m€ in omnichannel sales in 2023.

The 22,000 sqm Milan Duomo flagship store, which draws in 8.3m visitors a year and represents more than half of the group’s revenue, announced at the end of 2024 the opening of a new unit in a former cinema, the Odeon, planned for 2027. The plan is to transfer 300+ make-up, skincare and fragrance brands, which are currently presented on the ground floor of the main building and in the Annex, to a three-floor unit of 3,200 sqm. In doing so, the company hopes to attract 3m visitors a year and expand the beauty business to 80m€ in the first year, from 50m€ in the Milan store today, and a total target of 130m€+. This will also allow the main store to evolve by reallocating the cosmetics space to luxury accessories and jewellery, doubling it to 2,150 sqm and potentially enabling the business to grow from 200m€ to 370m€.

The total investment announced is 40m€, including 30m€ for the Odeon project and 10m€ for the revamp of the ground floor in the Duomo building.

Visiting La Rinascente

La Rinascente was one of Europe's first luxury department stores to offer full takeovers to luxury brands, often with great results. No wonder, therefore, that, at the time of the visit (Christmas 2024), the store was fully decorated with Dior Parfums decors and branding on the façade and windows, complete with a pop-up in the basement of the department store. Interestingly, this collaboration with La Rinascente was only part of Dior Parfum’s plan, as the brand also sponsored the Christmas tree in the Galleria Vittorio Emanuele IIii .

The ground floor felt as cramped and packed as usual. In some ways, the structure of the building helps, as the surface is not that big, and the store feels larger than what it is. Consequently, the store quickly feels buzzy and energetic thanks to a crowded ground floor (but this feeling may evaporate when visiting the upper floors). Designed in 2006 by India Madhavi (and planned for a revamp once the Odeon new space is open), the floor is dedicated to cosmetics, fragrances, watches, and Louis Vuitton’s accessories that are displayed in a double-deck store (also accessible from the mezzanine).

The basement, which was renovated in 2009 with the “Design Supermarket” opening, is exciting, as it mixes F&B, luggage, design and art de vivre, tech, and plants. Except the Dior Parfum pop-up in the middle, which felt a bit out of place, located between Design and Izipizi sunglasses displays, the interesting part is coming from the fact that the whole floor offer feels natural and not artificially juxtaposed. In fact, la Rinascente considers that the Design Supermarket should combine design, luggage and sustainable living as one topic. Therefore, all categories are mingling well, including luggage, which is an interesting place to look at. Luggage is also cleverly located next to a space dedicated to La Rinascente-logoed items, playing on humour and Italy-centric nostalgia. For the same reason, some brand adjacencies, which might look surprising at first glance, make sense: Rimowa is located between Sonos, Vitra and Bang&Olufsen and not in the luggage section, as the brand is taken from its lifestyle angle. Finally, it is also possible to buy plants in a dedicated section facing the restaurant and café, bringing a feeling of nature in a fully artificial, underground environment without natural light.

The mezzanine, designed by India Madhavi, displays luxury items and accessories and felt empty at the time of visit (one week before Christmas) even though the ground floor was packed. On that floor, there is a multi-brand section dedicated to brands ranging from Longchamp to Versace and Givenchy, that also boasts a large Santa Maria Novella stand, the only brand selling perfumes at this floor.

The first floor is dedicated to men’s luxury and was designed in 2006 by Studio Mumbai. The second floor, designed in 2006 by Rodolfo Dordoni and redone in 2023 by Studio Andrew Trotter, is also dedicated to menswear and accessories. Interestingly, it is obvious that the focus was placed on giving a sense of natural lighting on the floor, but at the detriment of products: the white zenithal lighting gives a nice outdoorsy feeling but prevents highlighting a section or a product in particular.

The third floor, designed by Vincent Van Duysen in 2006 and dedicated to luxury womenswear, shoes and accessories, is more coherent from a lighting point of view and offers a rather classical use of branded low-rise display units. This gives a much-needed sense of space on a floor where the ceiling's low height is felt. The fourth and fifth floors, dedicated to other women categories, were designed by Studiopepe in 2021 for the fourth level and David Chipperfield in 2020 for the fifth floor. Some brand adjacencies are interesting, such as a selection of sports shoes and sneakers from Autry, located between Rag & Bone and Max Mara.

The sixth floor is dedicated to homeware, including bed accessories and tableware. The seventh floor mixes gourmet food, seasonal animation and rooftop bars and restaurants (an astute way to make sure that the traffic will flow vertically throughout the store – perhaps a reason why the lifts are not so efficient, and customers are often taking the escalators to go up). At the time of the visit (Christmas), a significant space of 60sqm+ was dedicated to panettones (traditional festive cakes) at the escalator exit, including branded-themed locations, suggesting that La Rinascente maximises its impact to its touristic clientele by selling a selection of products ranging from small souvenirs and entry-price point Italian food to higher ticket items.

Is Milan an ideal ecosystem for a free-standing department store?

Milan is a global hub for shopping, calling in for the latest retail mono-brand concepts. As a consequence, the cost of real estate is high. After remaining the second or third most expensive retail street in the world for years, Via Montenapoleone is now the most expensive one, topping up 5th Avenue in New York.

Milan is ambitious, too: the city is readying for the 2026 Winter Olympic games and is also looking at ambitious new projects, such as the Milano Santa Giulia mixed-use project, a 110-hectare area planned for 2034 that will add 80,000 sqm of retail space, with an investment of €4bn.

However, the city seems more a haven for mono-brand concepts than multi-brand retail, which does not fare well outside of La Rinascente.

The iconic 10 Corso Como, founded in 1991 by Carla Sozzani, was sold in 2020 to Bergamo-based retailer Tiziana Fausti, who has since then focused on international expansion while radically changing the store concept in Milan to make it more modern (the new concept was unveiled in September 2024), but probably losing some soul in the process as the store lost its specific touch (see pictures).

In a similar move, luxury fashion multi-brand retailer Antonia also focuses on Asian development. While it keeps its two locations in Milan (the latest opening in 2022), Antonia has scaled down its Italian operations, including the collaboration with Excelsior, the luxury department store launched by Coin in 2011, that she stopped in 2017 (Antonia Giacinti, Antonia’s owner, was Excelsior’s artistic director from 2011 to 2017). Excelsior itself closed its location in Milan at the end of 2018. Coin announced in 2023 that Excelsior would reopen inside a new mixed-use retail centre, The Medelan, however this is still not the case at the time of writing.

In short, La Rinascente enjoys a competitive advantage thanks to its scale. There is no real fullfrontal competition in town, with a few exceptions that cannot match the size and firepower of the department store. From that perspective, Milan is a particularity in Italy, where 52% of the luxury turnover is done through a historical network of 220 multi-brand stores nationwide, and in the world, where most, if not all, of the fashion and luxury hubs in capital cities include more than one department store.

Overall, while La Rinascente felt very efficient in attracting and entertaining a crowd mixing tourists and Italian visitors, thanks to some interesting features -especially in the basement and the top floor- it also gave a sense of its age, especially on the floors that have not been renovated recently. From the lighting perspective, the usage of space and volumes, and the store structure itselfiii , the visit left a state of disappointment in the store experience, especially after seeing the stores in other Italian cities.

In addition, using different architects for each floor leads to a very incoherent feeling that is more visible in this store than in the others, as it mixes non-renovated spaces with recently revamped ones.

While this fortunately does not translate into sales performance, more space and a store rejuvenation would be welcome as the store's sales keep growing. For that reason, the announcement of the Odeon space and the parallel revamp of the Duomo store will be worth watching, not only to understand the CEO’s vision for the company but, most importantly, as it will for sure add to the Milanese experience even more than what it is today. The only caveat is that one may wonder if an investment of €10m for the ground floor will suffice to give a complete sense of newness or if this is only the beginning of a grander plan to continue enhancing this world-class flagship location.

i: This is a synergy Central Retail plays with Thailand, which explains why La Rinascente is included in its “The 1” loyalty program.

ii : This shopping arcade links Piazza del Duomo with the Teatro alla Scala theatre.

iii: A topic where nothing much can be done, given the fact that the building itself is a protected monument

Credits: IADS (Selvane Mohandas du Ménil)

What: A new strategic approach to corporate sustainability advocates using business value, stakeholder influence, science, and purpose to identify and prioritise ESG initiatives that truly matter.

Why it is important: With research showing that one-third of shoppers prioritise eco-friendliness and successful retailers achieving significant benefits through focused sustainability initiatives, this strategic approach helps companies navigate the complex landscape of ESG priorities.

Harvard Business Review's framework for corporate sustainability strategy addresses the critical challenge of companies spreading their efforts too thin across multiple ESG initiatives. The approach introduces four essential lenses: business value, stakeholder influence, science and technology, and purpose, designed to help companies identify truly material issues deserving strategic focus. This methodology balances external pressures with internal capabilities, emphasising the importance of data-driven decision-making while acknowledging stakeholder perceptions. The framework suggests that companies should invest most significantly in issues that appear at the intersection of all four lenses, ensuring both meaningful impact and efficient resource allocation. Using Keurig Dr Pepper as a case study, the article demonstrates how this focused approach can lead to innovative solutions and strategic clarity, ultimately helping companies move beyond scattered sustainability efforts to create lasting environmental and business value.

IADS Notes: Recent retail industry developments validate the importance of focused sustainability strategies. The EU's 2025 revised sustainability directives are compelling retailers to be more selective in their ESG initiatives, while Bain & Company's research reveals 60% of consumers showing increased concern about climate change. IKEA's successful transformation strategy demonstrates how focused sustainability initiatives can balance environmental responsibility with commercial viability. This strategic approach becomes increasingly critical as research shows nearly one-third of shoppers prioritising eco-friendliness, highlighting how companies that effectively narrow their sustainability focus can better meet evolving consumer demands while maintaining operational efficiency.

Getting strategic about sustainability

What: Women CEOs excel in balancing polarities in leadership, combining purpose-driven vision with operational excellence to navigate today's complex retail landscape.

Why it is important: With only half of major retailers meeting the 40% women in leadership target despite strong board representation, understanding how successful women CEOs navigate leadership challenges provides vital insights for advancing gender diversity in retail executive roles.

The evolving retail landscape demands leaders who can effectively navigate opposing forces, and women CEOs are demonstrating remarkable success in this arena. These leaders excel at balancing confidence with humility, decisiveness with empowerment, and professional demands with authenticity. Their approach is characterised by a strong sense of purpose that drives bold vision-setting while maintaining genuine connections with teams and stakeholders. Research indicates that women tend to score highly in critical areas such as relational competencies, systems thinking, and purpose-driven leadership—precisely the attributes needed in today's complex retail environment. Despite these strengths, women remain underrepresented in CEO positions, with only 52 Fortune 500 companies having women at the helm. However, those who have reached the top demonstrate how to harness traditionally feminine leadership qualities without compromising on business outcomes. They achieve this by building strategic networks, thinking holistically about business challenges, and maintaining an integrated approach to work-life dynamics. Their success offers valuable insights for the retail industry's ongoing transformation, particularly in developing future leaders who can embrace both human-centric and technical aspects of leadership.

IADS Notes: The article's insights about women CEOs' leadership styles are powerfully validated by recent industry developments. In March 2025, while FTSE 350 retailers achieved 42% female board representation , the challenge of translating this into executive roles persists, making the article's discussion of leadership polarities particularly relevant. This is exemplified by El Palacio de Hierro's historic appointment of Eléonore de Boysson as its first female CEO in May 2025 , demonstrating how women leaders can successfully balance purpose-driven vision with operational excellence. Similarly, Printemps Group's February 2025 appointment of Maud Barrionuevo showcases how retailers are increasingly valuing leaders who can combine human-centric skills with digital transformation capabilities. This trend is further reinforced by Saks Global's January 2025 restructuring under Emily Essner , where relationship-building strengths are being successfully integrated with technology-driven approaches, validating the article's emphasis on embracing leadership polarities.

The inner game of women CEOs

What: AI technology is rapidly transforming fashion's creative roles, pushing professionals to redefine their value proposition.

Why it is important: This development represents a critical turning point for retail creativity, as professionals must balance AI adoption with maintaining authentic human input.

The fashion industry is experiencing a fundamental shift as artificial intelligence increasingly takes on creative functions traditionally reserved for human professionals. This transformation extends beyond routine tasks to include sophisticated creative roles such as photography, styling, and PR strategy. Industry leaders like H&M are already implementing AI-generated visuals with digital twins of real models, while some brands explore the concept of "AI creative directors." However, successful adaptation requires professionals to leverage AI as a tool while emphasising distinctly human strengths such as emotional intelligence, cultural fluency, and authentic storytelling. The industry is developing best practices, including documentation requirements for creative processes to protect intellectual property and demonstrate original human input. This evolution is particularly evident in emerging brands like Zhai, where AI assists with marketing while human creativity drives strategic decisions and brand vision.

IADS Notes: Recent developments underscore this transformation in retail creativity. According to October 2024 data, 87% of retailers implementing AI reported revenue increases of 6% or more, while maintaining brand authenticity. By February 2025, the integration of AI in creative processes led to significant efficiency gains, with some retailers achieving 15-30% improvement in creative operations. However, March 2025 data reveals that successful scaling remains a challenge, with only 10% of retailers effectively implementing AI across creative functions. This suggests that while AI adoption is crucial, maintaining the balance between technological efficiency and human creativity remains essential for retail success.

AI is coming for fashion’s creative class

What: M&S demonstrates resilient customer loyalty during month-long cyber crisis, despite £300 million profit impact and widespread operational disruption.

Why it is important: The case demonstrates the evolving nature of retail cybersecurity, where human-centric response strategies prove as crucial as technical solutions in maintaining business continuity.

Marks & Spencer's response to a devastating cyber attack has revealed the enduring power of customer loyalty in modern retail. Despite a potential £300 million hit to profits and a month-long suspension of online operations, the retailer has maintained remarkable customer support through strategic crisis management. The attack, attributed to human error at a third-party supplier, has forced the suspension of online trading and created gaps in store inventory. However, M&S's swift response, including a 75% increase in customer-facing staff and transparent communication about data breaches, has helped preserve customer trust. The retailer's ability to leverage its strong brand relationship has proven crucial, with customers expressing pride in supporting M&S during this crisis. This resilience is particularly significant given the company's recent success in both food and fashion divisions, demonstrating how well-established retail brands can weather severe operational disruptions through effective customer engagement.

IADS Notes: The M&S cyber attack in April 2025 represents a pivotal moment in retail cybersecurity, marking a critical shift in how major retailers approach digital security and crisis management. The incident, executed by the Scattered Spider group, initially wiped £700 million off M&S's market value and disrupted £3.5 million in daily digital sales. By May 2025, the attack triggered a chain reaction across the UK retail sector, with both Harrods and Co-op suffering similar breaches. Industry data from April 2025 revealed that ransomware accounts for 30% of retail security incidents, with average losses reaching £1.4 million per attack. The impact has transformed the cyber insurance landscape, driving a 10% increase in premiums across the sector. Despite the severity of the disruption, M&S's customer recommendation rates, while dropping from 87% to 73%, showed remarkable resilience in underlying trust, which remained stable at 82%. This stability, combined with the company's transparent crisis management and increased in-store staffing, demonstrates how strong brand loyalty can help retailers weather significant operational crises.

This is not just any cyber meltdown: will shoppers forgive M&S?

What: Social engineering cyber attacks on major UK retailers expose critical vulnerabilities in human-centric security systems, leading to £300 million profit impact at M&S and industry-wide insurance premium increases.

Why it is important: The cascading effect of these attacks, from immediate operational disruptions to long-term insurance implications, signals a critical turning point in how retailers must approach cybersecurity, particularly in managing human factors within extended supply chains.

The Financial Times editorial board highlights how social engineering has evolved from broad societal manipulation to targeted cyber attacks that exploit human vulnerabilities in retail operations. The recent attack on Marks and Spencer exemplifies this trend, with criminals accessing systems through third-party supplier manipulation, resulting in a projected £300 million reduction in annual operating profits and £750 million in lost market value. The breach forced M&S to suspend online clothing sales and compromised customer data, though banking details remained secure. This incident is part of a broader pattern affecting major retailers including Harrods and Co-op, attributed to the Scattered Spider hacker group, which previously targeted MGM Resorts and Caesars Entertainment. The situation underscores how even well-prepared companies with substantial security investments remain vulnerable, particularly through their extended supply chains and third-party relationships. The editorial emphasises the need for enhanced security measures, including improved ID controls, staff training, and regular incident response planning, as ransomware attackers increasingly target commercial enterprises over traditional infrastructure targets.

IADS Notes: The recent cyber attack on M&S exemplifies a critical shift in retail sector vulnerabilities, particularly through social engineering tactics. In April 2025, the Scattered Spider group's sophisticated attack on M&S caused devastating financial impacts, disrupting £3.5 million in daily digital sales and wiping £700 million off their market value. This incident triggered a chain reaction across the UK retail sector, with both Harrods and Co-op suffering similar breaches by May 2025. The widespread impact has transformed the cyber insurance landscape, driving a 10% increase in premiums across the retail sector. This aligns with broader industry data from April 2025 showing that ransomware now accounts for 30% of retail security incidents, with average losses reaching £1.4 million per attack. The severity of these threats is further evidenced by M&S's unprecedented insurance claim of up to £100 million, marking one of the largest such payouts in UK retail history.

In cyber attacks, humans can be the weakest link

What: The G7's role in fostering global cooperation becomes increasingly critical as trade protectionism rises, with BCG analysis showing potential economic gains of USD 8.5 trillion across G7 nations through a more predictable trading system.

Why it is important: As retailers face unprecedented supply chain disruption and trade uncertainty, the need for coordinated international response becomes crucial for maintaining operational stability and fostering sustainable growth.

The global international order faces extraordinary disruption as trade protectionism rises and coordination diminishes. The G7's role as a cornerstone of global cooperation becomes increasingly vital, particularly in addressing complex challenges affecting trade and economic stability. The article identifies several critical areas requiring immediate attention, including critical minerals supply, where demand could surge by 800% by 2040, and the need for predictable trade frameworks to unlock potential economic gains of USD 8.5 trillion. The integration of AI presents both opportunities and challenges, with potential GDP increases of USD 7 trillion worldwide by 2030. Additionally, the article highlights the importance of energy security and infrastructure investment, with projected needs of USD 41-57 trillion for solar and wind deployment alone by 2050. These challenges require coordinated responses across borders, emphasising the G7's crucial role in fostering international cooperation and economic resilience.

IADS Notes: The article's emphasis on global cooperation resonates with recent retail industry developments. In May 2025, retailers began abandoning traditional "just-in-time" models in favor of more resilient supply chain strategies , implementing AI-powered analytics to navigate trade complexities. This transformation accelerated as companies established geopolitical nerve centers to coordinate responses to trade disruptions, driven by projected additional import costs of USD 640 billion. The urgency became evident when new US tariffs targeting 60 countries forced retailers to fundamentally restructure their supply chains, exemplified by companies offering higher procurement prices to relocate manufacturing.

As globalisation weakens, the value of cooperation rises

What: Global supply chain system faces fundamental transformation as executives acknowledge traditional 'just-in-time' model no longer works in post-globalisation era marked by multiple disruptions.

Why it is important: This transformation highlights how retailers must evolve from cost-focused supply chains to more sophisticated systems that balance multiple competing priorities in an uncertain world.

The retail industry is confronting a fundamental shift in supply chain management as executives recognise that systems built for the globalisation era no longer function effectively. The traditional "just-in-time" approach, which thrived on making products in lowest-cost locations and predictable shipping, has been undermined by multiple disruptions including COVID-19, semiconductor shortages, inflation, extreme weather, and geopolitical tensions. In response, companies are reallocating capital from debt repayments and dividends to supply chain and technology investments, with nearly 40% of executives anticipating double-digit percentage increases in product input costs due to tariffs. Most companies are pursuing diversification of supply chains, supplier base expansion, and manufacturing hub relocation while considering price increases. However, the challenge extends beyond immediate tariff mitigation, as modern supply chains must balance resilience, sustainability, traceability, and circularity with cost-effectiveness, requiring strategic trade-offs and new capabilities.

IADS Notes: The fundamental transformation of retail supply chains reflects broader industry challenges and responses. According to Forbes' January 2025 analysis , retailers are moving beyond traditional operational frameworks, with successful AI implementations showing significant improvements in application development speed and administrative efficiency. Alix Partners' July 2024 report  highlighted how traditional "one-size-fits-all" supply chains are becoming insufficient, requiring segmented product flow strategies to improve inventory turns and reduce costs. McKinsey's April 2025 coverage revealed how retailers are implementing geopolitical nerve centers to coordinate everything from immediate tariff operations to long-term supplier diversification strategies. Forbes' March 2025 analysis showed how retailers are leveraging AI-powered analytics and predictive modeling to pinpoint high-risk SKUs and proactively adjust strategies, with 44% of US imports affected by new tariffs. This comprehensive transformation demonstrates how retailers are abandoning outdated "just-in-time" models in favor of more resilient, sustainable, and responsive supply chain strategies that can better navigate modern challenges.

Beyond tariffs: The supply chain reinvention imperative