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Interview

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Leading Digital Transformation: Insights from Endeavour Group’s Benjamin Thompson

📍Lisbon, Portugal

In a revealing conversation with Benjamin Thompson, Head of Global Insights and Strategic Partnerships at Endeavour Group, Australia’s leading drinks and hospitality company, we gained valuable perspective on how established retailers can successfully navigate digital transformation. Thompson, who has spearheaded Endeavor’s digital evolution through strategic partnerships and innovative technologies, shared how his unique role involves scanning the globe for cutting-edge solutions that can be adapted to solve business challenges before they become urgent.

Thompson emphasized that true innovation requires balancing day-to-day operations with strategic foresight. “You need to step outside and look for solutions that help you evolve and leapfrog,” he explained, citing how this approach led Endeavour to adopt retail media and customer data platforms earlier than competitors. These initiatives fundamentally changed their business by unifying customer data across disparate platforms and creating a foundation for personalization and other digital capabilities. This illustrates how introducing new technology can transform organizational mindsets and drive cultural change.

When discussing artificial intelligence’s impact on retail, Thompson offered a nuanced view that AI is both “overhyped and underhyped at the same time.” He cautioned against both extremes: teams dismissing AI as not ready until far in the future and those expecting to immediately replace entire workflows without proper data foundations. Thompson predicted that AI agents will become increasingly important in retail, particularly for personalization in complex categories like wine, where they could analyze customer preferences and make sophisticated recommendations based on purchase history.

For organizations undergoing digital transformation, Thompson highlighted that leadership must demonstrate humility by embracing external partnerships rather than insisting on building everything in-house. “There’s a tendency for retailers to want to invent everything themselves,” he noted, explaining that the most successful leaders focus on outcomes rather than being the solution themselves. His final advice for fostering continuous innovation blends practicality with vision: cultivate curiosity, practice patience, develop resilience, and create environments where team members can take ownership of innovative ideas. As Thompson concluded, “Those are the best [innovations] when people can feel that they own it and it’s theirs and they can run with it.”

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