“Defending the status quo is what kills companies.” That insight from Rich Teerlink and Lee Ozley’s More Than a Motorcycle rings just as true now as it did when they wrote it in 2000. They described how Harley-Davidson didn’t wait for a crisis to change—they transformed their culture right after a financial turnaround when the company was being praised for its success. Most would have stayed the course, but Harley knew that holding onto the status quo is the surest way to fail.

In today’s fast-moving world, companies that cling to “what’s always worked” run a serious risk of being overtaken by more nimble, customer-focused competitors. The names of companies that didn’t evolve—Kodak, Blockbuster, Nokia, and much of the music industry—are stark reminders of what happens when businesses fail to adapt to new realities.

I spent two decades in the music industry, primarily with Tower Records, and witnessed an entire industry cling to its old ways, holding on to profits from CDs, and unwilling to embrace the future. When the internet and digital music emerged, the industry blamed its collapse on piracy. But the real issue was a refusal to focus on what customers wanted: flexibility, convenience, and instant access. By the time they were forced to acknowledge the change, it was too late.

Today, we’re seeing the same dynamic in retail. The COVID-19 pandemic forced retailers to quickly adapt their models, rapidly accelerating investment in omnichannel strategies. Many companies made significant strides, improving their ability to serve customers online and in-store. Yet, for all the talk about omnichannel over the past decade, most still offer only the basics: buy online, pick up in-store (BOPIS) and digital returns.

Now that the dust has settled from the pandemic, it’s clear that incremental improvements aren’t enough. Consumers have raised their expectations, and companies must go further if they want to survive.

But this isn’t about chasing the latest trends or throwing money at flashy new technologies like virtual storefronts or the metaverse. It’s about identifying the friction points customers experience in their everyday interactions with your brand and solving those problems in meaningful ways.

For example, AI is quietly transforming customer service. From automating responses to common questions to streamlining inventory management, AI is starting to reduce operational inefficiencies and make it easier for customers to get what they need, when they need it. Rather than introducing a gimmick, many companies are starting to use AI to tackle real problems—saving time, improving accuracy, and enhancing the customer experience in ways that don’t feel forced.

Sephora has been a trailblazer in using AI to enhance customer interactions. Through its Sephora Virtual Artist and AI-powered product recommendations, the company offers personalized shopping experiences. Customers can use AI to match their skin tone with the right foundation shade or try on different products virtually before buying. This system doesn't just make browsing easier—it increases conversion rates and customer satisfaction, addressing real consumer needs by simplifying the decision-making process​.

Walmart has implemented AI to streamline inventory management. AI tools help predict product demand patterns and automate the restocking process, ensuring popular items are available when customers need them. This minimizes stockouts and improves the overall shopping experience by tackling a common pain point: inventory inconsistency​.

Evo is using a vendor called Alby to automatically anticipate and answer the questions that drive shoppers to buy.

Another area ripe for disruption is payment processing. It’s 2024, and yet, how often do we still encounter checkout lines, slow online payments, or complicated return processes? Simplifying these transactional moments with technology that eliminates tedium should be a priority.

Take Starbucks, for instance. They’ve perfected the art of mobile payments, allowing customers to order ahead and pay seamlessly through the app. This not only reduces wait times but also lets customers complete their entire transaction without even pulling out their wallet.

Whole Foods is also making strides in simplifying checkout with their new Amazon One technology. At select stores, customers can now pay by scanning their palm at self-checkout stations. This “pay by hand” system ties biometric data to your Amazon account, allowing for a completely frictionless experience—no phone, no card, no wallet needed.

These improvements may not be flashy, but they directly address the long-standing pain points customers have grown tired of, like waiting in lines or dealing with cumbersome payment methods.

As the line between physical and digital continues to blur, brands must find new ways to leverage both spaces.

What does that look like in practice? It’s not about trying to be cutting-edge for the sake of it. It’s about ensuring that your systems—from e-commerce to inventory management—are fully integrated to serve the customer in the smoothest way possible.

This is where all too many companies falter. They’ve spent years discussing the potential of omnichannel, but their solutions are often disjointed. The focus should be on creating a smooth experience where are able to solve a pressing need without channels or org charts getting in their way.

Ultimately, retailers need to ask the hard questions: What parts of our current strategy and experience frustrate customers? Are we making it too difficult for them to give us their business? And are we willing to disrupt our existing models to create something better, even if that means stepping away from the status quo?

Disrupt yourself before someone else does.

The companies that win in today’s marketplace won’t be the ones that chase the shiniest new technology—they’ll be the ones that focus on identifying real customer problems and are brave enough to change what’s not working. The answer doesn’t lie in jumping on the latest trends, but in recognizing where your customers are hitting roadblocks today and having the courage to break the mold.

The status quo is a dangerous place to be. If you’re not constantly looking for ways to evolve, someone else will come along and do it for you.