San Francisco Seminar 2009
The 2009 seminar took place in the aftermath of the financial crisis and marked a clear shift in sentiment. This was the year when digitalization was no longer just about growth, but about resilience, integration, and the ability to remain steady in turbulent times.
The platform economy, customer experience, and multichannel commerce were not new concepts—but now they were being put to the test under real pressure.
Day 1
The first day provided a data-driven picture of how the financial crisis changed consumer behavior and digital purchasing patterns in the United States. For the first time, e-commerce experienced a real decline—while the foundation for continued digital growth became clear.
This was the day that showed that market turmoil does not stop digitalization—it accelerates it.
Day 2
The second day focused on how companies can build seamless and resilient customer journeys across channels. It became clear that multichannel and omnichannel are not technological choices, but organizational and cultural ones. This day showed that the future of commerce is not about channels—but about flow.
Day 3
The third day focused on J.C. Penney and the challenge of modernizing a large, traditional retail organization in the face of digital expectations and new competitors. The case showed that the greatest barriers are rarely technological—they are rooted in culture, organizational structure, and governance.
This day taught us that the transition to digital commerce is as much about identity as it is about innovation.
Day 4
The fourth day compared Macy’s and Saks in the face of the financial crisis, revealing two fundamentally different strategic choices. While Saks prioritized cost-cutting and survival, Macy’s chose to invest in digital growth, local adaptation, and emotional brand building.
This day made it clear that digitalization is not primarily about technology, but about the values and direction an organization holds on to when the pressure is greatest.
Day 5
The final day shifted the focus from channels and retail to what lies behind all lasting digital transformation: people, culture, and learning. Through the Silicon Valley perspective, it became clear that sustainable innovation does not begin with systems, but with experimentation, rapid feedback, and the willingness to abandon your own ideas.
This day connected the challenges of retail with the Silicon Valley approach: learning before control, culture before structure—and people at the center.
Summary
The 2009 San Francisco seminar marked a clear turning point in the understanding of digitalization and innovation. The financial crisis had stripped away much of the optimism surrounding technology, leaving a more realistic picture of which organizations had actually built lasting digital capabilities—and which had relied on short-term measures.
