Alshaya GroupCustomer context
The programme combined a common retail-platform direction with market-specific customer, fiscal, language, payment and operating requirements. Oracle Retail Xstore POS and its surrounding integrations had to work as a complete retail service, with local teams ready to use and support each release.
The delivery challenge
Nobody could roll out a global platform as one unchanged configuration. Localisation, interfaces, suppliers, data and operational handover created interdependent release requirements. Decisions needed to balance consistency across the estate with the requirements of individual markets and brands.
What the team did
Translate market needs into release scope
We converted market, brand and operational requirements into prioritised features, configuration decisions, interface work and sequenced release backlogs. The roadmap connected customer journeys, NetSuite ERP, application integrations, data, security and service operations.
Coordinate business and technical delivery
We coordinated Oracle, product, engineering, architecture, data, testing, cyber and country teams through design workshops, build, demonstrations and performance testing. We documented trade-offs between global consistency and local requirements as delivery decisions.
Govern rollout with operational evidence
Pilot results, interface pass rates, transaction performance, defects and readiness evidence informed rollout waves and subsequent improvements. We connected market readiness, localisation, interface validation and service acceptance within the deployment model.
Make market mobilisation repeatable
We brought local requirements, readiness, data and interface validation, UAT, deployment communications and early-life support into a repeatable mobilisation approach. Transition to local operating teams remained part of the release responsibility.
Keeping the programme on track
- Localisation decisions
- Market and brand requirements reconciled with the global platform approach.
- Interface readiness
- Validation across payment, loyalty, stock, finance and enterprise-platform dependencies.
- Release confidence
- Pilot outcomes, transaction performance, defects and market readiness used together.
- Market handover
- Communications, early-life support and local service acceptance within each release.
What changed
- A repeatable release model
- Markets moved onto a repeatable approach to Oracle Retail Xstore releases rather than one-off launches.
- Each market ready on its own terms
- Local teams owned readiness while the global platform accommodated customer, regulatory and operating differences.
- Systems connected end to end
- We brought ERP, payments, loyalty, stock and finance into one integrated delivery view across 18 markets.
Outcomes describe the delivery result achieved on the programme. How we describe our delivery experience.
How this helped the customer
The programme established a repeatable approach to releases across markets, with local teams owning readiness. Global platform delivery could accommodate each market’s customer, regulatory and operating needs.
Facing a similar challenge?
When one platform must work across several markets, local process and integration decisions can affect the whole release plan. Battlehill can coordinate business analysis, partner commitments, market readiness and adoption around an agreed approach to rollout.