What about NRF and Manifest conferences prompted Kris Gösser to assert that a lot of the hardships in retail are behind us? What positive changes is he seeing in operations and logistics that will be a force for more of the right kinds of changes? And what can we learn from generational business models to futureproof in a technology-heavy, technology-centric industry? Listen now and join the discussion!
People Are Back
- {00:09:43} It’s interesting to note the differences between NRF and other smaller conferences in the industry and how basically the basement booths at NRF are the ones that are present at all of the others
- {00:14:51} How quickly will the industry absorb the inevitable change with so much capital going into new tech, and why is there a difference in the ways change happens on the operations side versus the marketing side?
- {00:20:13} After what happened on the operations side during the pandemic, the focus is really on risk mitigation and solving for potential crisis better in the future
- {00:23:28} One of the biggest changes in the operations sector is that what used to always be a team of “No” is becoming more of a team of “Yes” because of more possibilities and innovation
- {00:26:24} Operations is less encumbered by tech constraints and now has the ability to use tech to change their processes
- {00:30:41} On-premise tech is so much slower and more complicated than cloud-centric tech, but the changes take time to implement more widely
- {00:37:36} We're seeing more focus on projects that are malleable, that effectively fit within existing systems or existing platforms that can have outsized impact on specific outcomes that matter to the business
- {00:39:01} Conferences are like fashion trends, and we need both the normal, classic ones and the cutting-edge, innovative ones to really be well-rounded and comprehensive
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