Technology Strategy
Articles on technology modernization, delivery governance, and enterprise architecture — published on this site, in industry outlets, and on LinkedIn.
Long-form articles written exclusively for this site.
The most expensive misunderstanding in retail technology right now is the belief that unified commerce is something you buy. The retailers winning at it are not platform-consolidated — they are integration-mature.
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Most organizations don't have an AI problem. They have a cost visibility problem. Token consumption doesn't scale linearly — it compounds. And most enterprises aren't instrumented to track it properly. That changes the moment AI moves from experimentation to operating expense.
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Every enterprise has a process for onboarding a new employee. Background check. Access request. Role-based permissions. Manager approval. Audit trail. Now ask yourself: what is the process for onboarding a new AI agent? In most organizations, the honest answer is that there is no process.
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The industry is focused on agent capabilities — reasoning, tool use, autonomy. But the actual constraint for most enterprises is not the agent. It is the data architecture underneath it. IBM's $11 billion Confluent acquisition and NVIDIA's Agent Toolkit launch tell the same story, and most enterprises are only paying attention to the wrong half.
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Enterprises are deploying AI agents at a pace that has outrun any meaningful governance structure. The pattern mirrors cloud shadow IT — accelerated, and with one critical difference: agents act. Most organizations have no agent control plane, no identity framework, and no policy enforcement layer.
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Most retail technology pilots are not structured to produce learning — they are structured to produce approval. The difference is the difference between a credible business case and a vendor relationship you have to manage for the next three years.
Read article →Features and bylines in CIOReview, Retail Tech Insights, and Samsung Newsroom.
A leadership essay on what it takes to run retail technology at scale — balancing strategic execution with innovation, building empowered lean teams, and positioning technology as a genuine business enabler. Written during Morris's tenure as VP of Retail Systems.
Read articleChampioning an agile approach to retail technology pilots — test in 60–90 days, measure against specific KPIs, and accept 80% confidence to move forward. Includes real examples: switching from Microsoft to Samsung tablets based on associate feedback, and pivoting digital price tag vendors mid-pilot when infrastructure gaps emerged.
Read articleCoverage of the Ashley × Samsung connected home experience — a flagship demonstration of what the store of the future looks like when digital and physical retail converge. Morris led the retail technology strategy behind this initiative at Ashley Global Retail.
Read articleLong-form pieces published on linkedin.com/in/morrisstern.
Retailers in the middle — not luxury, not ultra-value — face existential pressure from both ends. This piece explores why the barbell dynamic is reshaping retail strategy and what leaders can do about it before the squeeze becomes a crisis.
Read on LinkedInEveryone is talking about agentic AI in retail. But adoption without a clear operating model is a fast track to wasted spend and abandoned pilots. This article breaks down the three retailer archetypes that are actually positioned to succeed — and what separates them from the rest.
Read on LinkedInThe debate between centralized platforms and best-of-breed microservices never really ends. This piece cuts through the noise with a practical framework retail leaders can use to evaluate their integration architecture without getting sold to.
Read on LinkedInPatrick Lencioni's 'The Advantage' applied to retail IT leadership — how organizational health principles directly shape whether a technology team ships or just plans to ship.
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