Liza Amlani
Principal and Co-Founder
Retail Strategy Group
Also available as audio
Concept-to-market velocity is a process advantage, not a technology one. Fast fashion leaders like Inditex and Shein win by innovating supply chain processes to close the gap between customer demand and product availability—a capability that transcends any single software platform.
Store-level execution breakdown signals upstream process failure. Outdated signage, absent staff, and misaligned fixtures across 150+ locations point to broken handoff processes between merchandising, operations, and field teams—not a lack of tools or data.
Retail leaders need direct visibility into store operations to diagnose process gaps. Regular on-floor presence revealed systemic issues that metrics alone would not surface, enabling the identification of fundamental process redesign needs rather than repeated band-aid fixes.
Conversation 111
I'm getting PTSD. So we did and like many processes it was a band-aid solution. We had a fixture that was not part of the Ralph Lauren — we call it capex — and we had to basically source them very, very quickly and get them onto every single store. And I had 150 stores I think at that time in different countries. So it's not just a one-off, right? And I mean, this scenario actually happened again with dresses. And then we finally started to see, you know what? We need to fix something here. There's something fundamentally wrong in our process, which we did. I'll tell you about that later.
Liza Amlani, Retail Doesn’t Have a Technology Problem. It Has a Process Problem at Retail Strategy Group
Liza Amlani
OFFBounds Source · 111Principal and Co-Founder · Retail Strategy Group
