The former "in-person" event asked contestants to utilise a suite of remote working tools and a directory of real-world retail technology providers (including Omneo) to "Create a solution that challenged an existing retail model to future proof the existence and fuel the revival of retail." Covering everything from the role of bricks and mortar, staffing, to supply chain management and even attitudes towards marketing - the teams didn't shy away from addressing the hard solves. 

Here are some of the themes we observed from the entries:

1. It's not about omnichannel strategies any more - retail ecosystems are the new norm. There's no battle between digital and physical as retailers now know the two are completely interdependent.  
2. Employee experience and skill transfer capabilities are top of mind. 
3. Personalisation and the ability to individually serve customers remotely are gaps in the current standard eCommerce experience 
4. A concierge collective is en route 
5. Customer Centricity is non-negotiable. 
6. AI and ML are popular solutions for delivering personalised experiences at scale but we’re a ways away from sticking the landing.
7. It’s time to challenge logistics and warehousing solutions.
8. We’re adding to the “Four P’s” of Marketing with the “Four C’s” of CX: Customer, Commerce, Content and Convenience.

It was clear from the event that the appetite to innovate in retail is there, but will this translate this into the real-world? I reached out to some very accommodating contestants to find out.  

What are the biggest challenges you see in retailers implementing hack games type solutions right now? 

Oliver Hoffman, B2B eCommerce Lead, L'Oréal

The biggest challenge when implementing new retail methods or technologies is trying to ensure buyer behaviours adapt in sync, regardless of whether they are revolutionary or marginal changes. Traditionally, the initial adoption rate can take some time to get going, especially in uncertain times when cash flow is restrictive for both businesses and consumers.

Matt Lawry, Chief Operating Officer, Yellow Octopus

I completely agree with Oliver, aligning consumer behaviour with a forward-thinking solution can be difficult. You’re wading into the unknown, will there be mass adoption? Pioneering something takes money, time and courage - not all businesses have all three at their disposal. 

Say, you could wake up tomorrow and make one change in the retail industry - what would it be? 

Oliver Hoffman, B2B eCommerce Lead, L'Oréal

The direction the industry is going is unprecedented and incredibly exciting. Customers are not just getting what they NEED, but also what they WANT. Companies are evolving and developing completely new ways of working, both internally and externally. The changes I would make to the industry are not operational, but rather consumer-centric. Companies around the world are working endlessly to create the perfect omnichannel customer experience, just for you! It’s now up to consumers to open their minds and take the plunge.

Matt Lawry, Chief Operating Officer, Yellow Octopus

Fulfilment. It’s still not where it needs to be in Australia. You can have the best product offering, best online experience and best customer service, but if there’s a slip up at the delivery stage it’s game over. This is largely outside of retailers’ control. Next day shipping Australia wide needs to become to de rigueur. 

What are the key learnings or benefits you've seen from the COVID-19 induced slow down? 

Oliver Hoffman, B2B eCommerce Lead, L'Oréal

Sometimes taking a step back is the best step forward towards clarity. It’s easy to get caught up in the chase of a project or objective, which can sometimes cause you to forget why you even started in the first place. The key learning I have taken from the COVID-19 slow down has been the importance placed upon internal realignment, both collectively and individually. In terms of benefits, work flexibility is a major one. I’m fortunate that L'Oréal, like many major corporations, has adjusted extremely well to the new norms of silo working.

Matt Lawry, Chief Operating Officer, Yellow Octopus

At the expense of sounding overly philosophical, in business as in life, the pandemic has cast a light on things we take for granted. Small things that you wouldn’t think twice about previously, are hugely important now. Moreover, businesses conducting scenario analysis have now dramatically expanded the scope of what ‘worst case’ might look like. This forces us to reconsider processes and strategies, interrogate them more fiercely - will this stand up to the new ‘worst-case’? Or a future worst-case scenario? 

And last but not least, do you think the hack game pitches represent real change underway in the industry right now?

Oliver Hoffman, B2B eCommerce Lead, L'Oréal

Absolutely! Each competitor comes from within an industry that is prioritizing the “omnichannel” experience, to create an effortless flow between online and in-store experiences for their consumers. Each idea in the hack games was a reflection of the issues brought to light in these respective industries. The ideas themselves may not represent the current changes within the industry right now, but rather the problems which drive those ideas.

Matt Lawry, Chief Operating Officer, Yellow Octopus

For sure. All the pitches had a grounding in ideas and solutions that are already out there. It’s about taking those ideas to the next level. For this to happen it takes innovative businesses that are willing to take risks - be pioneers instead of passengers when it comes to advancing change. 

So what's the bottom line? The retail industry encompasses a dizzying array of use cases and the possibilities for future innovation are endless. A fantastically facilitated hackathon and a worldwide pandemic are just the beginning of this new era of retail. 

To move onto what comes next brands need to ride the wave of accelerated tech adoption and interrogate and address the changing face of consumer concerns. If you’re interested in how the use of technology can solve customer problems get in touch at hello@omneo.io. 

Tess O’Brien

The views expressed here are of that of individuals and not necessarily those of employers.