Well, sort of, but Walmart "grew" into the company it is now over basically the same time period that Sears declined. And grew not so much by "superior strategy" as brute force, unless you call being quicker and more willing to take advantage of changing economic circumstances to undercut Sears (and similar stores') pricing via business practices that would've been viewed with even less favor earlier on than they were by the time Walmart really came into its own, "strategizing". Isn't it almost a "natural law" of business management that it's a lot easier to "adapt" to new circumstances when you're building infrastructure rather than trying to adapt existing infrastructure to radically new conditions? (Unless you're cable companies that can lobby your way into legal or functional monopolies, "new circumstances" be damned...)
Sears' heyday as a brick & mortar business was the Mall Era (late 1950s through the 80s), and at a time when Walmart-like business practices would not have been viewed as kindly by the general public as they've become since the 90s (a vocal but ineffectual minority notwithstanding), and when, to a large extent, significantly "cheaper sourcing" (i.e., mainland China, Vietnam, etc) simply wasn't available yet for such a large percentage of their inventory... It's pretty hard to compete with the likes of Walmart (much less Amazon) when you're carting around that sort of baggage and you can't leverage a "new" social phenomenon like the Interwebz to your advantage like Amazon did. Even if Sears had managed to get online much more quickly, and effectively, than it did, it would never been "cool" like Amazon was for a long time before it became the New Normal, for little reason other than that it had a weird name and was On The Internet...
Federated Department stores is probably a better comparison to Sears, but even there there were a lot of differences between the two including their existing brand images, their target markets, and their preexisting infrastructures...