What determines a company’s survival? The 8 pillars of digital maturity in retail

Digital maturity in the retail sector is no longer a condition for a company’s future growth – it has become a decisive factor in maintaining competitiveness here and now. This is one of the main conclusions from the Retail Economics and Zühlke report „Adapt now or disappear: why digital maturity is the new survival strategy in European retail”. European retail leaders are succeeding because they are able to translate strategy into day-to-day operations. They implement changes more quickly, make better use of data, integrate sales channels more effectively and build greater operational resilience. A digital transformation plan alone is not enough. The outcome is determined by the pace of implementation and the ability to scale solutions.

What does digital maturity in retail mean today?

Digital maturity in retail no longer simply means having an e-commerce platform or implementing individual solutions or technologies. Digital maturity is an organisation’s ability to ensure that technology genuinely supports business decisions and most, if not all, areas of the business. A digitally mature retailer operates consistently across all channels, utilises data collected in real time, implements artificial intelligence with a clearly defined purpose, and creates processes resilient to external disruptions. The report „Adapt now or disappear: why digital maturity is the new survival strategy in European retail” identifies eight pillars that currently determine digital maturity, and thus competitive advantage, in the retail sector.

– Our experience shows that digital maturity in retail does not result from a single major implementation, but from the consistent organisation of architecture, data and processes. The best results today are achieved by those retailers who can combine an omnichannel strategy, AI and operational resilience into a single coherent operating model. This ensures less improvisation, faster decisions and solutions that genuinely support sales and improve the customer experience – says Marek Nowakowski, Business Development Manager at Exorigo-Upos.

1. Why is modular IT infrastructure so important in retail?

The first pillar is a modular, adaptable technology architecture. Rigid, outdated systems slow down development, hinder integration and increase the cost of implementing any change. That is why retail industry leaders are increasingly opting for a composable commerce approach (flexibly combining the best available technological components into a coherent whole) and an architecture based on the MACH principles (Microservice-based, API-first, Cloud-native, Headless), i.e. microservices, APIs, the cloud and headless architecture. This model allows individual elements of the system to be developed without the risk of destabilising the entire environment. For businesses, this means shorter implementation times, greater scalability and reduced dependence on a single supplier.

2. How should data be handled to support the digital transformation of retail?

Many retailers have amassed vast amounts of information, but are unable to organise and utilise it effectively. The second pillar is therefore treating data as a strategic asset. Digital maturity in retail requires a shared, reliable knowledge base covering customers, products, pricing and operational efficiency. Only then are more accurate decisions, more effective personalisation and faster responses to changes in demand possible. Strong governance is key here, meaning clear rules on data quality, access, security and compliance. Without this, even the best analytical tools will fail to deliver adequate business value

3. How can AI be implemented in the retail sector to deliver noticeable results?

It is essential to implement AI with operational discipline. Artificial intelligence can support price management, recommendations, product search, stock allocation, returns processing and customer service. However, the Retail Economics and Zühlke report shows that the advantage is gained not by those retailers who test AI in isolated instances, but by those who know how to link it to measurable business outcomes. This means selecting specific use cases, ensuring model quality, minimising errors and bias, and retaining human involvement where necessary. AI in retail should accelerate decision-making and improve efficiency, rather than being merely a marketing gimmick.

4. What makes omnichannel retail effective?

The fourth pillar is the seamless orchestration of omnichannel experiences. Although some businesses still operate in this way, today’s customer does not distinguish between the online and offline worlds. They expect the same product availability, the same prices and promotions, and equally efficient service regardless of the channel. Digital maturity in retail therefore means a shared operational foundation for the shop, app, e-commerce and marketplace. Consistent customer profiles, integrated delivery and returns processes, and a single logic for managing prices and stock levels are now the standard expected by the market

5. Build operational resilience and scalability

The fifth pillar of digital maturity in retail is operational resilience and scalability. The retail sector operates in an environment of constant change: seasonality, cost pressures, supply chain disruptions, cyber threats and regulatory changes. That is why a modern IT infrastructure in retail must be capable of rapidly scaling up capacity, securely recovering from failures and efficiently implementing changes. Resilience is no longer solely a technological issue; it is a vital prerequisite for maintaining business continuity, service quality and customer trust.

6. Why are partnerships now a cornerstone of digital maturity?

Digital leaders in retail know that not everything needs to be built in-house. The sixth pillar is therefore to strengthen partnerships and ecosystem integration. However, it is crucial to determine clearly what should remain an in-house capability and what is best developed with partners. True value only emerges when collaboration is deeply integrated into business processes, rather than remaining a one-off pilot project. API standardisation, clear rules of cooperation and good partnership governance help translate experiments into tangible results.

7. How can technology, sustainability and trust be combined?

Digital maturity in retail requires integrating sustainability and trust into technology decisions. The retail sector is currently operating under increasing regulatory and social pressure. This means there is a need for better product traceability, more efficient use of resources, responsible design of digital services, and protection of customer privacy. The Retail Economics and Zühlke report highlights the growing importance of supply chain transparency, digital labels and future EU requirements relating to the digital product passport. Digital maturity in retail is therefore not just about process efficiency, but also the ability to build brand credibility.

8. Is it possible to build digital maturity in retail without the right skills?

The final pillar is adequate support for a digital organisational culture and skills development. Even the best technology will not deliver results if the team cannot use it, develop it and translate it into business objectives. That is why companies with higher digital maturity invest in data literacy, product management development, engineering skills and cross-departmental collaboration. They create teams that combine business and technological perspectives, test solutions more quickly and learn through short iterations. It is this culture of execution, rather than mere declarations of change, that most often distinguishes leaders from the rest of the market.

What does a retailer gain by implementing these eight pillars within their organisation?

The greatest benefit is an increased ability to operate under pressure. The company responds more quickly to market changes, develops new sales channels more easily, utilises data more effectively and reduces operational risk. This is precisely why digital maturity in the retail sector is now becoming not a transformational project, but the foundation of competitiveness. For retailers, the question is no longer whether it is worth investing in these areas, but which of them should be prioritised.

The Retail Economics and Zühlke report „Adapt now or disappear: why digital maturity is the new survival strategy in European retail” is available to download here.

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