Process Improvement Took a Back Seat in Retail Technology Implementation. It Should Be Riding Shotgun
Over the past decade, retail has transformed dramatically. The rise of omnichannel experiences, personalized digital journeys, and integrations with platforms like Amazon.com pushed retailers to adopt new technologies rapidly. COVID also accelerated this shift with direct-to-consumer (DTC) by forcing the rapid development of experiences. While these moves were necessary, many organizations now face the consequences now that margins are squeezed and revenues are down: fragmented systems, unclear workflows, and data silos that make optimization difficult. In a sector where speed is everything, the irony is clear — without shared goals, defined key performance indicators, and mapped processes, teams can’t move fast.
5 Questions That Ground Process Improvement
To cut through the noise, retailers should start with five deceptively simple questions:
- What problem or opportunity are we addressing for our customers?
- What’s the goal?
- How are we addressing it today?
- Where can we improve?
- What technologies can help once we agree on how to do it better?
These questions align teams across functions, technologies and geographies. Success starts with leadership setting the tone — clarifying organizational KPIs and priorities — then stepping back to let those closest to the work define the best path forward. This approach not only drives better outcomes, it builds a culture where employees feel empowered to speak up, share what’s working (and what’s not), and propose improvements.
Start With the Customer and the Goal
In any process improvement effort, clarity on the customer is non-negotiable. LEAN emphasizes identifying the value-adding customer — i.e., the person or group for whom the process truly exists. In retail, that might be the end consumer, a store associate, or a supply chain partner. Without alignment on who we’re solving for and what problem we’re addressing, teams risk optimizing for noise instead of need. Tools like voice of the customer (VoC) help define purpose and prioritize effort not just through surveys, but as a strategic lens.
Once the goal is clear, success must be measurable. LEAN calls for "fact-based decision making," which means defining KPIs that reflect both process efficiency and customer impact. Whether it’s cycle time, first-touch resolution, conversion rate, or inventory accuracy, metrics must tie directly to the problem at hand. And the data must be accessible. If data lives in silos or requires heroic effort to extract, it makes a complex matter harder. A good KPI should show not only whether you’re on track, but whether you’re making a meaningful difference.
Map Just Enough to Move
With the customer and goal clarified, the next step is mapping the current state of how the work actually flows. Process maps don’t need to be exhaustive. Level 1 or Level 2 diagrams are often enough to surface bottlenecks, redundancies and misalignments. The goal isn’t to create a process to manage the process; it’s to organize the chaos just enough to enable smart, targeted action.
Tools like Visio, Mural, or Miro are more than sufficient for creating retail process flows and driving meaningful conversations. For deeper architecture work, platforms like ADONIS exist. However, for most teams the real value lies in the conversations sparked by mapping, not the complexity of the tool. Keep it simple. Focus on the process, not the software.
Use A3 Thinking to Solve Real Problems
Once the current state is mapped, teams can use an A3 to dig into the problem and build a solution. The A3, pioneered by Toyota, helps teams stay focused while developing a future state and action plan. It’s a powerful tool that can be used in rapid planning events, Kaizen activities, or any collaborative workshop. A3s keep the conversation grounded in the customer’s problem and help teams avoid jumping to solutions before understanding the root cause.
Bring IT in at the Right Time
With process clarity in hand, IT can enter the fray with solution diagrams, data architecture, and agile development tools. However, without upfront mapping and alignment from the business, IT risks flying blind — leading to wasted time, misaligned solutions, and costly rework. Retailers can’t afford that kind of inefficiency right now.
Back to Basics: Go Slow to Go Fast
Business process analysis and mapping are back in vogue — and for good reason. Retailers had to move fast to meet changing customer demands, but now it’s time to slow down just enough to build with more intention. That means investing in process maps and clear requirements to ensure technology solves the right problems and supports the right workflows. Done well, this upfront work pays productivity dividends by being able to move fast and strengthens culture by empowering those closest to the work to help shape the future.
Jim Calko is a principal consultant and Jeffrey Rask is an advanced consultant at The Gunter Group, a management consultancy based in Portland, Oregon.
Jim Calko is a principal consultant at The Gunter Group, a management consultancy based in Portland, Oregon. For more than 18 years, Jim has been leading diverse teams in the military, retail/e-commerce, and health care sectors. Jim has spent years driving change in a variety of areas within various client organizations with a focus on leading teams through digital transformation. Jim has led program and project teams, coached Agile teams and product managers, as well as worked with teams through new product development, process improvement, and developing communications strategy. Jim serves as TGG’s Agile Services Lead and holds an M.B.A. from the University of Portland, an M.A. in Human Relations from the University of Oklahoma, and a B.A. in Political Science from Youngstown State University. He is also a certified Scrum Master, SAFe Agilist, Agile Coach and Gallup Clifton Strengths Coach.
Jeffrey Rask is an advanced consultant at The Gunter Group, a management consultancy based in Portland, Oregon. Jeff is an accomplished management consultant with a robust background in manufacturing process improvement, product development, team building, and organizational leadership. With over 20 years of operational and leadership experience in the high-tech and consumer goods industries, Jeff has honed his skills in Lean Six Sigma methodologies, process flow mapping, and optimization across various operational domains, from manufacturing floors to back-office and supply chain processes. Jeff’s expertise extends to large-scale system implementations encompassing supply chain and point-of-sale systems, reflecting his commitment to driving efficiencies across all processes. His experience leading teams at a Fortune 500 company allowed him to dive deep into standardizing processes as well as support value chain improvement. As a certified SAFe Agilist, Jeff leverages a wealth of techniques and strategies to tackle complex challenges. Jeff holds an MBA from the University of Portland, a M.S. in chemistry from the University of Oregon, and a B.S. in chemical engineering from Oregon State University. Outside of work, Jeff enjoys golf, and camping around the Northwest with his wife, two kids, and mini Goldendoodle, Chewbacca.
