Cómo los líderes del comercio minorista aceptan el cambio para impulsar el crecimiento - Oliver Bank

Adoptar una nueva tecnología es difícil: así se empieza

Adopting new technology isn’t just about the tools — it’s about shifting mindsets, aligning teams, and moving fast enough to stay competitive. In this article, retail transformation specialist Oliver Banks shares practical insights on how leading retailers overcome internal resistance and embrace innovations like Live Shopping to drive measurable growth.

Desde la lucha contra el miedo al cambio hasta la creación de culturas ágiles y la difusión de nuevas ideas entre los equipos, esta conversación revela lo que realmente se necesita para que la transformación se mantenga en el comercio minorista moderno.

Start with why: Diagnose reality before prescribing technology

Banks’s core advice: resist the urge to lead with a solution. Instead, interrogate the problem and the opportunity.

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The first starting position is not the technology. It’s the why. What are we really trying to do here?

Oliver Banks

Experto en transformación del comercio minorista

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Eso empieza con dos movimientos:

1. Take an honest look in the mirror: How are customers actually experiencing your brand? Where is the friction for colleagues? What are the real performance signals - beyond assumptions and institutional knowledge?

2. Read the signals: Gather both qualitative and quantitative inputs - customer insight, performance data, and market trends. Let these inform whether technology is the right lever now, and which technology aligns with your context.

The goal: connect initiatives to clear business outcomes (e.g., conversion, new customer acquisition, inventory turns, margin mix) before you debate platforms.

Vea la charla completa con Oliver Banks aquí:

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Name and find the blockers:  

El cambio genera estrés cognitivo y organizativo. Banks destaca dos bloqueadores universales:

Miedo a lo desconocido: incertidumbre sobre cómo se desarrollará el cambio.

Fear of failure — concern about job risk, reputation, and fragile margins

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"El cambio, por definición, incluye ambas cosas: no sabemos del todo lo que viene, y podemos equivocarnos".

Oliver Banks

Experto en transformación del comercio minorista

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Acknowledge both at the organizational and individual levels. Build plans that reduce ambiguity (small pilots, clear decision gates) and decouple intelligent failures from personal blame. Leaders should ask: What would make this feel safer to try? Then implement exactly that.

Action and agility: The practical engines of transformation

Banks ve dos rasgos en los equipos que rompen la inercia:

• Bias to action. Replace busy work with measurable next steps. Define progress weekly: what customer behavior, funnel metric, or KPI will move if this works?

• Agility in practice. Treat initiatives as test‑and‑learn portfolios, not binary bets. Run time‑boxed experiments, set success criteria in advance, and normalize the ability to revert if needed. Agility isn’t a capital‑A framework; it’s a habit: try, learn, adjust.

This matters even (and especially) during adverse performance. If the last two years lacked experimentation, today’s softness might be an indicator of yesterday’s caution.

Culture and appetite: Will you actually follow the evidence?

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"Si no hay ganas de llegar hasta el final, la puerta se cierra antes de la primera prueba".

Oliver Banks

Experto en transformación del comercio minorista

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Technology succeeds where culture (how things truly work) and appetite (leadership’s willingness to pursue a new path) align. Locate your agents of change—they might be top‑down sponsors, mid‑level integrators, or bottom‑up creators.  

Explicite el camino: ¿quién es el propietario del piloto, quién elimina los bloqueos y quién dará luz verde a la ampliación si se alcanzan las métricas?

Where AI and modern retail tech deliver value

La IA no es una cosa; es un conjunto de herramientas ya integrado en el comercio minorista. Banks cita ámbitos prácticos y probados:

• Forecasting & replenishment: better demand signals → better stock flow.

• Pricing: dynamic inputs (inventory, competitor signals, customer preferences, weather, promotions) → smarter price decisions.

• Content operations: scalable product copy, multilingual assets, and increasingly, video workflows.

Conclusión: evalúe la IA en función de los casos de uso y los resultados, no de las tendencias. Vincule cada inversión a un cliente específico o a una palanca de pérdidas y ganancias.

Live Shopping why it’s the perfect place to start

For organizations curious about Live Shopping, Banks recommend moving from abstract debate to concrete, low‑risk pilots.

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"Nunca es el momento perfecto. Pero las herramientas actuales facilitan más que nunca empezar a experimentar y aprender."

Oliver Banks

Experto en transformación del comercio minorista

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Por qué Live Shopping se adapta a un movimiento de prueba y aprendizaje:

Agile by design: No store fit‑outs, minimal supply chain dependency, lightweight creative.

Fast feedback loops: Real‑time engagement, direct conversion data, and shoppable replays for extended ROI.

The Triple C effect: Content + Community + Commerce in one experience—spotlighting customer passions while driving sales.

Por dónde empezar:

1. Define a sharp use case. e.g., new‑season launch, limited‑time bundles, category education, VIP early access.

2. Choose a simple success metric. Conversion rate, revenue per viewer, email opt‑ins or repeat‑visit rate from replays.

3. Pilot with one squad. Assign clear owners across e‑commerce, merchandising, creative, and customer service.

4. Multistream and measure. Meet audiences where they are (social + site) and compare engagement patterns. Keep what works; drop what doesn’t.

5. Create a learning cadence. Document insights after every event - offer design, show format, host style, Q&A dynamics - and fold them into the next run.

How to rally the organization

Hacer que los colegas pasen del interés al compromiso:

• Tell the story in outcomes: tie Live Shopping to growth levers your leadership already tracks.

• De‑risk the first steps: small budget, clear timeline, reversible decisions.

• Show progress visually: share quick dashboards after each pilot (engagement → add‑to‑cart → checkout → replay views).

• Codify the playbook: when you find a winning format, document it so others can replicate.

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Última palabra

La constante del comercio minorista es el cambio, pero el cambio puede aprenderse. Comience con la verdad sobre su estado actual, establezca una pista de aterrizaje para experimentos seguros y persiga la siguiente mejor acción con disciplina. Tanto si está afinando los casos de uso de la IA como probando Live Shopping, los equipos que ganan no son los que más hablan de innovación, sino los más coherentes a la hora de aprender.

Si está explorando Live Shopping y quiere ver lo que es posible, consulte nuestros recursos y demostraciones shoppable, o hable con un especialista de Sprii para diseñar un piloto que se ajuste a sus objetivos.

Más información

Want to turn your returns into a loyalty engine? Visit reurbo.io to explore Returbo

Want to reduce returns before they happen? Learn how Sprii’s Live Shopping solution can help

Want more content like this? - Follow Sprii on LinkedIn or watch the full Expert Talk

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