In the overdigital world, the human is determinant and fundamental

We live in a scenario of increasing complexity, in which the competitiveness between businesses, channels, products, services and brands intensifies exponentially. The multiplication of alternatives available to the consumer, now even more omniconsumer, makes loyalty increasingly fragile and circumstantial. This was one of the most present topics in the discussions and presentations during NRF 2026, held at the beginning of the month in New York.

Empowered by digital and, more recently, also disputed by Artificial Intelligences that compete for its attention, gaining relevance has become critical. Technology has expanded the reach and power of companies in its positioning, but also raised the level of demand and the number of alternatives for the consumer.

In people-intensive industries such as retail and hospitality, this challenge gains an additional layer of complexity.

Recruiting, retaining and developing people capable of generating sustainable competitive differentials has become one of the main success factors of organizations. Technological acceleration, process automation and intensive data use have profoundly transformed the way companies operate. Paradoxically, the more digital the world becomes, the more strategic the human factor becomes.

This dilemma is especially evident in retail, an industry marked by high turnover, pressured margins, intense journeys and a front line that represents daily, and directly, the brand in eye-to-eye contact with the consumer. In an environment where the customer experience is decisive, people are still more than technologies & make the real difference.

Technology without people is empty

Digital transformation has brought undeniable gains to retail through omnichannel, data integration, Artificial Intelligence, automation and customization of the offer. These advances, however, only reach their full potential when sustained by engaged, prepared and committed people.

According to a global survey by IBM (Global Skills Study), only 13% of professionals feel confident in their current digital skills, showing a significant mismatch between the pace of technology investments and the preparation of people to operate them and extract value. Despite the consistent increase in investments in digital transformation, many employees still do not feel fully prepared for this change.

Developing people has a direct impact on results

Investing in people, training and development, more than investment, is a strategy with measurable return and organizations that prioritize training reap clear benefits.

Organizations that offer continuous learning record up to 92% more employee engagement, according to the LinkedIn Workplace Learning Report, and in the same work, 80% of professionals say they would stay longer in companies that invest in their development.

Another study by Glassdoor SHRM (Society for Human Resource Management) showed that structured onboarding programs can increase retention of new talent by up to 82%.

These figures reinforce that the development of technical and human skills increases productivity, increases profitability and reduces losses associated with turnover.

Talent retention as a competitive advantage

In retail, where turnover historically is one of the highest, retaining talent directly impacts operational stability and quality of customer experience. According to Gallup studies, environments with high levels of engagement have up to 21% of increased profitability and reduced turnover by up to 70%, when leadership, culture and engagement are priorities.

Another finding from the same study, State of the Global Workplace, from Linkedin shows that more than half of professionals globally consider seeking new job opportunities, with organizational culture, purpose and engagement being decisive factors for leaving, often more relevant than remuneration.

Human leadership completes technology

The digitalization of management tools, such as digital learning platforms and HR automation, is growing rapidly.The global market for human capital management solutions is expanding, with strong adoption in sectors such as retail and hospitality.

However, technology without leaders capable of humanizing processes, interpreting data and creating real connections with teams does not deliver the expected return.Mature people management practices also have measurable financial impact: organizations that prioritize human development record returns on equity up to 2.2 percentage points higher over the last five years, according to McKinsey studies.

Balance between human and digital is key

In the overdigital world, the real competitive advantage lies in the balanced integration between technology and humanization. Data show that technology enhances capabilities, but does not replace the need to develop, engage and retain people who add value to customer experiences and innovate in increasingly complex contexts.

Especially in retail in Brazil, where the issue of management, training, retention and motivation of people has its own characteristics, derived from elements such as the Bolsa Familia, important in its social component, but which needs to evolve in order not to stimulate the growth of informality.

The future of retail will not be defined only by who has the best platform or the most sophisticated algorithms.It will be defined by who understands that people are, increasingly, strategic assets essential for competitiveness.

Marcos Gouvea de Souza is the founder and general director of Gouvea Ecosystem