T&C Surf Designs

People went from ordering in a Sears catalog to ordering online with same-day delivery.   Trends are constantly changing and many times come full circle.  I remember going to the grocery store in England during my work-abroad stay, and I thought it was so odd that they didn’t bag your groceries for you.  That was an expectation in America in the late 1990s and early 2000s. 

After moving to Hawaii, I watched counties begin adopting bag regulations that phased out single-use plastic bags and allowed retailers to charge for paper or reusable bags.  Plastic bags were banned and retailers were allowed to charge the customer between 5 and 15 cents for a paper or reusable bag. This wasn’t limited to grocery stores. It included other retailers as well, including apparel and specialty stores.  Now, I religiously bring my reusable bag to the grocery store and use self-checkout, where I not only bag my own groceries, but also serve as a cashier. 

Adapting Without Losing the Necessary

The thing that seemed so odd to me in London many years ago is a commonality in my town.  As retailers, we need to be flexible and ever-evolving to survive.  That said, the retailers that succeed aren't the ones chasing every trend. They are the ones that adapt while staying anchored in a strong culture and a clear identity.  In our organization, that identity begins with aloha.  In Hawaii, there is a saying, “Aloha Aku, Aloha Mai.”

It reflects the idea that the aloha you extend to others is the aloha you receive in return.  What you put into the world is what comes back to you.  We treat each other with respect and kindness, whether they are the customers, the manager, the new hire, or the delivery driver. 

That philosophy has become even more important as technology reshapes both the customer and employee experience. AI can improve speed, personalization, and efficiency, but it cannot replace authentic relationships or a values-driven culture.  Technology should enhance what makes a retailer unique, not redefine it. 

The retailers that thrive won't be the ones chasing every innovation. They'll be the ones strengthening the values that define them.

One example is Nordstrom’s AI-powered shopping assistant, which allows customers to describe what they are looking for and receive tailored product recommendations.  It’s a pretty novel feature that makes online shopping more efficient.  However, many people see shopping as a social event to enjoy with friends and family.  Technology satisfies the transactional side of shopping, but it cannot replace the experience of spending a Saturday afternoon shopping and having lunch with friends. The same applies to the workforce. We discuss in our leadership meetings how so many retailers in the mall are struggling to find quality workers.  Today's workforce has different expectations around communication, development, and flexibility than previous generations.

Leading Retail Through Shared Values

While those changes present challenges for retailers, they also reinforce the importance of creating workplaces where employees feel connected to a meaningful culture.  During store visits, as I was conversing with our Operations Manager, we discussed our work ‘ohana (family).  Our Operations Manager has done an excellent job of upholding the culture of our company in our stores.  When discussing it, she told me that if a new hire doesn’t hold the same values as the company, then they don’t stick.  We have these amazing teams because we have a solid culture built on shared values.  That doesn’t mean that we don’t have differing opinions or disagreements. 

We are a family, and we treat each other as such. We work together, challenge each other, disagree, but at the end of the day, we have the same goal and support one another so we all succeed.  With that, there is an expectation of contribution.  Everyone is expected to do their part and to do it with integrity to the best of their ability and we want everyone to grow and get better at their role.   

Retail has never stopped evolving, and it never will. The challenge for today's leaders isn't deciding whether to change. It is deciding what should change and what should remain constant. Technology, customer expectations, and operating models will continue to evolve, but a culture built on integrity, respect, accountability, and genuine care for people remains timeless. The retailers that thrive won't simply be the ones that adopt every new innovation. They'll be the ones that use innovation to strengthen, rather than replace, the values that define who they are.