Tag Archives: Technology Accelerators

The Retail Technology Trap

Never Succumb To the Technology Trap

The experience most consumers will have with a digital retail service is a self-service check-out (like many major supermarkets); however, over the past couple of years, there have been a number of amazing technologies for retail businesses. This could include anything from the collaboration of Myer and eBay to launch the first virtual reality department store, Neiman Marcus’ “Memory Mirror”, Afterpay’s online payment instalments or Temando’s intelligent fulfilment solutions.

hand holding the phone with mobile wallet online  to shopping on the store

 

That said, when you hear about a new technology that claims to be the latest and greatest ever made, do you rush out and invest in it in the hope that it may add value to your retail business? If you’re the type of company with a habit of investing in technology for the sake of it, then you need a reality check. It’s time to turn your back on the technology trap and start using your common sense.

In his book Good to Great, Jim Collins it wasn’t a surprise that more than 80% of great companies do not rank technology as one of their top five reasons for making a great company. So, unless a technology fits squarely in with your Hedgehog Concept, you should ignore it.

Does the technology you use fit in with your Hedgehog concept?

Good retail companies often look to technologies to help take them to the next level, whereas great companies always use technologies as an accelerator to enhance their Hedgehog Concept. When a technology aligns with your Hedgehog Concept, you need to act like a great company and become a pioneer of it. If your Hedgehog Concept doesn’t drive the use of a technology, you either have to settle for parity or ignore it completely.

I’ve seen leading edge technologies that have been pioneered by great companies. However, I’ve also seen the same technologies in “comparison organisations” and witnessed them fail to produce the same results.

Before jumping on the technology bandwagon, you need to ask yourself:

  • How does this technology connect with our Hedgehog Concept?
  • Can we be pioneers in the technology?

If you answered no to both questions, just forget the bloody technology and move on. It’s so easy to panic in fear of being left behind, but you need to stop worrying about what technologies your competitors may or may not be using, as they will never be the answer to making you great.

The bottom line

Technology should only be used as an accelerator, rather than a creator of momentum. While I understand that it can be hard to dismiss the hype of current technologies, you need to have absolute discipline and steer clear of any technology trends that don’t support your Hedgehog Concept.

As Norwegian politician, Christian Lous Lange once said, “Technology is a useful servant, but a dangerous master.” Never use technology as a primary means of igniting transformation – but if you can, always become a pioneer in the application of carefully selected technologies.

Retail Concepts Using “Good to Great”

Here is a simple take away cheat sheet that I use when presenting the six concepts of “Good to Great” by Jim Collins and how they relate to the Retail Industry. It is not meant to be a deep dive into the book (some of my upcoming blogs will dig deeper into each concept), but rather a quick reference on the six concepts and a few important points.

Remember the Fly Wheel Effect – all of the concepts work together to achieve the results – there is no miracle moment – it is an evolution. We implemented these concepts at OrotonGroup prior to the major turnaround in the business 10 years ago.

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Level 5 Leadership

Personal humility and professional will. They channel ambition into the organisation, not the self. Not a high flyer or larger than life. They look in the mirror when something goes wrong and look out the window when giving credit. Comfortable that they may not get credit for success. Many Australian Retailers achieve Level 4, but few achieve level 5.

First who, then what!

Get the right people on the bus and the wrong people off the bus. Begin with who, rather than what and the transformation will be easier. Great vision without great people is irrelevant. When you need to make a change, make it quickly. Retailers need to have the correct structure with the right people. Nepotism has created issues within several Australian retailers. Only hire friends or relatives if you can separate business with personal.

Confront the Brutal facts (The Stockdale Paradox)

Admiral James Stockdale survived 7 years in a Viet Cong POW camp by hanging onto two contrary beliefs – His Life couldn’t be worse at the moment (the brutal fact) and his life would someday be better than ever (unwavering faith). Be brutally honest about your current situation, but never give up. There are several retail examples in the past few years that demonstrate what happens when you wait too long to confront the brutal facts.

Hedgehog Concept

You need to be the best at your clearly defined niche. You cannot be all things to all people. The intersection between – what you are passionate about, what drives your economic engine and what you can be best at. A Fox knows a little about many things. A Fox is complex. A hedgehog knows only one thing very well. A hedgehog is simple. Department stores struggle with this whereas specialty stores often find this niche and thrive.

Culture of Discipline

Companies build rules to manage a small % of the wrong people which in turns frustrates the right people. A great organisation is high in entrepreneurship and high in discipline (a blend of magic and science). Get everyone going in the same direction with the same goals – communicate.

Technology Accelerators

Technology is not a fix to problems. It helps you achieve a great strategy, but it isn’t a strategy in itself. Use technology to truly differentiate yourself with competitors if warranted. Get the basics right with technology, but don’t get caught up in the hype. Aussie retailers love the concept of technology, but few do it well. If you choose to spend on new technology, make sure that you use it completely – if you collect data – analyse it and adapt your behaviour.

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