1、In light of unprecedented industry disruption,a retailers actions today could determine whether it spends the next 20 years as a leader or a laggard.Here are four must-dos for retail executives.This article is a collaborative effort by Steven Begley,Becca Coggins,Carson Green,Jad Hamdan,Dymfke Kuijp

2、ers,and Franck Laizet,representing views from McKinseys Retail Practice.Retail reset:A new playbook for retail leadersIt now sounds like a clich,but that doesnt make it any less true:the retail sector has experienced as much disruption in the past five years as it has in the previous 25.Consider thi

3、s:perhaps never before in the history of the industry has every single one of retails primary stakeholder groupscustomers,suppliers,employees,and investorsdramatically changed their behavior and expectations,all at the same time.Consumers arent browsing like they used to and are abandoning their onc

4、e-preferred brands;theyre also demanding speed and sustainability.As retail ecosystems evolve,suppliers are,in many cases,becoming customers.Employees are seeking workplace flexibility,which retail jobs traditionally havent offered.And,amid all this disruption,shareholders expect profitable growth.T

5、he pace and magnitude of change have been jarring to even the most seasoned retail leaders.This confluence of challenges calls for a radical rethinking of long-held beliefs and practicesa retail reset.In this article,we explore the major trends shaking up the industry and recommend a set of focus ar

6、eas for the retail C-suite.Now is a critical juncture:a retailers actions in the next two to three years could position it for success in the next 20.Why a new playbook?Retailers pivoted fast when the COVID-19 pandemic struck,so their ability to move quickly isnt in question.But without the urgency