The challenge
Carrefour, a leader in retail, has invested significantly and early in digital (e.g., Ooshop launched in 1999). As new models have developed (e.g., drive-through) and new players have emerged (e.g., Amazon), digital has become increasingly strategic for the company. In such a context, how can the production of new digital products and services (e.g., mobile app, event-based online sales platform) be improved and accelerated? What organizational structure should be implemented, and what transformation (processes, tools, methodologies, etc.) should be undertaken when the existing services have always prioritized physical stores?
