Five industry experts explore the technology trends that will shape the future of tertiary industries, from retail to financial services, and what’s on the minds of CIOs.
Jessica Grisolia - Director of Retail Industry Solutions, Scandit
After a period of economic downturns and uncertainty, 2025 is set to be the year in which retailers start re-investing in their technology stack. Retailers are especially keen to tackle inventory visibility, a costly and thorny issue that multiplies with every additional channel and location plugged into an omnichannel operation: inaccurate stock information regularly leads to stockouts, overstocking, and missed sales opportunities – immediately and in the long term.
To gain stock visibility and truly unlock omnichannel efficiencies, forward-thinking retailers should consider turning to multi-modal data capture. RFID, for instance, has been gaining popularity amongst retailers, but it often has limitations. It excels in single-source environments like fashion retail, offering efficient batch scanning capabilities for quick and accurate stock counts even when items are not visible. Yet it remains unreliable in multi-source environments or when you need SKU-specific information. That’s where smart data capture can complement RFID by providing accurate product data and real-time actionable insights such as incorrect placements or missing items, which can make the difference between a customer leaving the store empty-handed and a sale.
Additionally, when thinking about optimising grocery store operations, shelf intelligence technology that captures real-time shelf data via both smart devices and fixed cameras can not only drastically improve inventory visibility and ultimately profitability, but also enhance the employee experience when combined with augmented reality (AR), as store associates would benefit from visual guidance for product placements, on-shelf availability, planogram compliance, pricing issues, and more.
Indeed, retailers shouldn’t underestimate the employee experience, and that applies from the very beginning of onboarding. Once again, AR can be a powerful tool, this time assisting in rapid onboarding and further training to quickly bring new employees up to speed and keep seasoned staff updated on new products and procedures. Retailers looking to go one step further can throw Generative AI into the mix to provide personalised, on-the-job development opportunities, just like Victoria’s Secret. The combination can be particularly effective when dealing with macro workforce changes like Generation Z entering the workforce, or even cyclical patterns like incorporating seasonal staff.
Matthias Schulte - CEO, Tradebyte
In 2025, the retail industry will continue to evolve in response to accelerated digital transformation and changing consumer behaviours. Retailers have long faced challenges in getting the latest designs and brands to customers, a process complicated further by events like Brexit and COVID-19. These disruptions have impacted supply chains and contributed to increasingly complex customer journeys, where consumers often bounce between digital and physical channels before making a purchase.
One of the most important strategies for retailers to remain competitive in this increasingly connected industry is developing an effective and integrated omnichannel approach. Ensuring smooth interplay between brick-and-mortar stores, brand-owned websites, social media, and third-party marketplaces has become critical to maintaining customer satisfaction.
Central to the effectiveness of an omnichannel strategy is the integration and management of data. By harnessing customer data to deliver a seamless, personalised shopping experience across all touchpoints, retailers can ensure customer satisfaction wherever they are and whatever they need.
As customers engage with brands across various channels – be it in-store, on social media, or through mobile apps – retailers gain access to a wealth of data. By analysing this data from online and offline channels, retailers can better understand customer behaviours, preferences, and buying patterns. This understanding enables them to tailor marketing, offer personalised recommendations and discounts, optimise inventory and establish dynamic pricing strategies. This all contributes to deeper, more positive customer engagement, leading to increased loyalty and repeat purchases.
Indeed, an integrated omnichannel strategy is vital in building long-term customer loyalty. Retailers can strengthen their relationships with customers by delivering consistent, personalised experiences across all channels. Loyalty programs, for example, can be integrated across both physical and digital touchpoints, rewarding customers regardless of where they shop. The more seamless and consistent these experiences are, the more likely customers will return to the brand, boosting lifetime customer value.
Beyond enhancing the customer experience, a data-driven omnichannel strategy enables retailers to make more informed business decisions. Real-time data analytics allow brands to forecast demand, manage inventory levels efficiently, and optimise supply chains. For instance, when a spike in demand for a product in a specific region is recognised, inventory can be reallocated quickly, reducing the risk of stock-outs and lost sales.
With access to comprehensive customer insights, retailers can also refine their pricing strategies, ensuring competitive positioning in the marketplace. Predictive analytics tools can identify potential trends or shifts in consumer preferences, enabling brands to adapt their product offerings before competitors, maintaining their edge in a fast-changing retail landscape.
Retailers that leverage a data-driven omnichannel strategy will be better equipped to meet customer expectations, drive sales, and remain competitive in 2025. In an increasingly connected world, a solid technology foundation that allows seamless channel integration alongside strong analytics for crucial data-driven insights will be key to delivering personalised, frictionless shopping experiences that foster customer loyalty and long-term success.
Nada Ali Redha - Founder, PLIM Finance
As the founder of PLIM Finance, I believe 2025 will be a transformative year for technology leaders in the financial services sector. We’re already seeing the impact of rapid technological advancements, but I predict the pace will only accelerate as companies focus on enhancing efficiency, security, and customer experience. In financial services, AI and machine learning will be at the forefront, revolutionising how we manage everything from fraud detection to customer interactions.
I see personalised services becoming more common, as AI-driven analytics will allow businesses to offer highly tailored solutions based on individual needs and behaviours. Of course, with AI comes the need for responsible governance, and I expect a strong focus on transparency, fairness, and regulatory compliance in this area.
Cybersecurity will undoubtedly be a top priority. As more industries digitalise, the risk of cyber threats grows. I anticipate we’ll see a significant shift towards zero-trust structures, where businesses will validate every interaction to protect sensitive data. Strengthened data encryption and privacy measures will also be essential, especially as we navigate increasingly stringent global regulations like GDPR. The threat of ransomware is something we’re all keenly aware of, and in 2025, I predict companies will invest heavily in building resilient security frameworks to defend against these evolving attacks.
Digital payments will continue to evolve. I’m confident that Central Bank Digital Currencies (CBDCs) will become more integrated into financial systems, changing how payments are processed. This will be an exciting shift, opening up opportunities for frictionless, real-time payments and embedded finance solutions. At PLIM Finance, we’re already thinking ahead to how these innovations can improve customer experiences, especially in sectors like medical aesthetics, where discretion and flexibility are paramount. Cryptocurrencies will also demand attention, as regulatory compliance becomes more critical in managing digital assets.
Finally, I believe that RegTech and compliance automation will become indispensable. With increasing regulatory complexity, automating these processes will be essential to minimise risk and ensure real-time compliance. For me, the most exciting part of 2025 will be the continued shift towards customer-centric digital transformation. Seamless, omnichannel experiences will be key, and AI-driven insights will allow businesses to anticipate and meet customer needs in ways we haven’t even imagined yet. It’s a thrilling time to be at the intersection of finance and technology, and I’m eager to see these predictions unfold.
Sara de la Torre - Head of Banking and Financial Services, Dun & Bradstreet UK&I
AI will continue to be the most relevant technology for the financial services sector in 2025, with a growing amount of use cases realising value. We are already working with financial institutions to apply AI and improve credit approval, risk assessment, and portfolio management in credit risk management; helping them to make informed credit decisions.
When it comes to marketing, businesses using AI are positioning themselves for long-term success. With hyper-personalisation and digital marketing, powered by data-driven insights, companies can optimise their spending and deliver real results. AI and machine learning make it easier to tap into real-time customer insights, tailoring services to match spending habits, savings goals, and lifestyle preferences – making it easier to connect with customers on a deeper level and build lasting loyalty.
As regulatory pressures increase in the fintech space, companies will need to turn to regulatory technology (RegTech) combined with smart data to automate compliance processes, KYC protocols, and AML checks. Having both data and automation in place will significantly alleviate the burden of manual workloads on compliance officers, while also making compliance reporting more efficient and precise. By investing in RegTech and data-driven insights, businesses can show they are committed to staying on top of regulations while also freeing up resources and improving efficiency for teams.
The banking sector will also see an AI boom next year. With the help of advanced data and analytics, AI will make credit risk assessments sharper, customer engagement more personalised, and day-to-day operations smoother. AI models will be key to detecting and preventing risks related to fraudulent activities, market volatility, and handling credit defaults, giving banks more reliable tools for making more informed decisions. Predictive models will help banks anticipate customer needs and suggest new products or services like mortgage refinancing or investment options. The incorporation of data-driven insights and automation will enable banks to both mitigate risks and unlock new opportunities for growth and innovation in a highly competitive market.
Stephen Foreshew-Cain - CEO, Scott Logic, and a former Executive Director, Government Digital Services
Public Sector
The new UK Government has already outlined its focus on boosting the technological offering across the public sector, with a particular focus on moving from an ‘analogue NHS’, to a digital one. However, in reality, this can only be achieved alongside a major overhaul and update of the existing platforms used across government. The public sector is reliant on ageing legacy technology that is inflexible and doesn’t allow services to capitalise on the opportunities created by emerging tech.
The new UK Government has already outlined its focus on boosting the technological offering across the public sector, with a particular focus on moving from an ‘analogue NHS’, to a digital one. However, in reality, this can only be achieved alongside a major overhaul and update of the existing platforms used across government. The public sector is reliant on ageing legacy technology that is inflexible and doesn’t allow services to capitalise on the opportunities created by emerging tech.
These systems also present more of a security risk than newer platforms, and largely because of their age, are more vulnerable to attacks. Updating them has to be more of a priority than it has been in the past. As an example, there are nearly 300 systems in use in the public sector that still use static tools like PDFs for data entry, which take up significant time and lead to errors being made.
The creation of the Department for Science, Innovation and Technology (DSIT) is encouraging and suggests that more focus is being placed on public sector technology investment, but a more radical overhaul is needed. Part of this must be a review of existing procurement processes. Currently, there is a tendency for major digital contracts to be granted to the biggest players in the market, when organisations should be selected based on their suitability for the specific project. Opening the doors to a broader range of suppliers may help to tackle the technical debt, but these strategies need to be led from the top to be effective and have a long-lasting impact.
Financial Services
Modernisation of systems is also a key topic in financial services. Many of the older, more traditional organisations in this market are still using platforms that were built 30 or 40 years ago and we are now seeing innovative challenger banks – with more modern technology – able to respond to their customers’ needs in a far more agile way. These firms can implement changes and adapt to market shifts and regulatory changes more quickly and effectively than the older companies because they don’t have the historical data and software challenges to navigate. As the market becomes more focused on tech, those that aren’t at the cutting edge of tech will need to adapt.
There are certain areas within financial services where updating existing technologies would enable organisations to capitalise on emerging technology, like GenAI. Within fund management, for example, AI can work through unstructured data in fund and financial reports far quicker than any human ever could. This can help institutions to get a competitive advantage, and we anticipate seeing more embark on major transformation programmes to leverage these opportunities. However, in order for AI and other new technologies become viable, financial services firms must tackle the limitations of their legacy technology. The only blocker here is leadership; these firms have the finances, and modernising legacy technology is achievable without major upheaval, the only thing standing in the way is securing internal buy-in.
