A specialty retailer, a market leader with hundreds of brick-and-mortar stores, was looking for growth opportunities. The company's historic growth model—opening new storefronts—had become obsolete. Given that consumers are now seeking an omnichannel experience, the company needed to evolve it's go-to-market approach to "the digital age," and doing so required developing its technology-enabled capabilities. Developing these technology capabilities required a fundamental shift in its existing IT operating model.
To successfully transform their IT to become a strategic asset and partner to the business, the retailer needed to address its:
- Complex, inflexible and costly legacy systems and custom-developed applications that was constraining agility and speed to market
- Limited long-term view of strategic and architecture strategy
- Siloed IT functions
- Historical mindset of under-investment in foundational technologies
- Lack of alignment and trust with business