When considering migrating to a new retail management system (RMS), what two implementation strategies is the organization considering?

The selection of parallel running and pilot running as the implementation strategies for migrating to a new retail management system (RMS) is significant because these strategies effectively minimize risks associated with such transitions.

Parallel running involves operating both the old and new systems simultaneously for a period. This method allows the organization to compare outputs from both systems, ensuring that the new RMS functions correctly while still relying on the established processes of the old system if needed. This dual operation reduces the risk of disruptions in business operations and provides a safety net to verify data integrity and system performance.

Pilot running, on the other hand, entails implementing the new RMS in a controlled, limited environment before a full rollout. By selecting a specific store or department to utilize the new system, the organization can monitor the system's performance and gather valuable feedback on its usability and effectiveness. This approach helps identify potential issues that can be resolved before the system is rolled out company-wide, ensuring a smoother transition for the entire organization.

These two strategies together provide a structured and cautious approach to transformation, allowing the organization to pilot new capabilities while maintaining operational stability, making them highly effective for implementing a new RMS in a retail context. Other choices presented different combinations of methods that do not balance risk and practicality as effectively as parallel running