Traditional retail craftsmanship forms the foundation of retail tech, and on top of that you add a range of systems depending on the functionality you need. But success in retail tech is not primarily about systems and technology, it is about building a flexible, modular system architecture and viewing system changes as an organizational transformation journey. That is according to Kristoffer Olsson, partner manager at Codeunit.
Kristoffer Olsson came into contact with Codeunit when he worked as IT Director at Brothers. Kristoffer has extensive experience in retail tech and IT management and joined Codeunit as partner manager in 2025. By strengthening the team with a partner manager, Codeunit’s partners can now receive greater focus, and relationships with new partners can be developed. Kristoffer will be in contact with existing partners but will also explore new relationships with companies that develop systems relevant to Codeunit’s customers.
“I have been a Codeunit customer for a long time, and I know how good the product is. Codeunit stands out among providers in everything from how they handle business relationships to the product itself. I believe there are very few products on the market that are as well-functioning as our platform. There is tremendous potential in Codeunit’s product, and I felt this is a journey I really want to be part of. I am very happy to take on the role as partner manager,” says Kristoffer.
The importance of thoughtful integration
“Retail has existed for ages. At the same time, retail tech is one of the most agile industries you can work in, in my opinion, since the demands from customers, the market and organizations are constantly changing. Today there are no one-for-all systems, and I actually think we at Codeunit are among the few players in the industry who truly understand that. Retail tech is about piecing systems together based on what the company and its customers actually need, and integration is absolutely crucial in this. I often meet SaaS providers who build a great product and then tell their customers to handle the integration themselves. That poses a major risk, as a poorly planned integration can damage the experience of the entire system,” says Kristoffer.
A system change is a transformation journey
“My standpoint is that there are some fundamental principles if you want to succeed in retail tech, and one of them is to view system changes as a transformation journey. Many like to believe that a system change is a technical project, but you must understand that at its core it is an organizational transformation. The practical part may involve replacing a POS system, implementing a new PIM, or changing functionality in an e-commerce platform, but at its heart, it is about the business wanting to achieve change. They might want to sell in a new way or gain a new type of functionality,” says Kristoffer.
Kristoffer explains that when working with IT requirements, you should primarily view every project from an organizational perspective and only secondarily look at what technical support is needed to achieve the desired change. Otherwise, the result may be a lack of understanding of why the change is being made, and in the worst case, the wrong systems or functionality may be procured. That can lead to a situation where no changes can be made at all because the systems do not allow it. An IT architecture should be seen as an organic platform that is constantly evolving and always requires care.
Involve the organization
“Technology is a side effect. If no one knows why you made a change, you will end up with new POS systems or a new e-commerce site whose potential is never realized, making the change pointless. Involve the e-commerce manager, purchasing department, CEO, or other key roles already when you start discussing a change. Replacing an e-commerce platform should rarely be driven by the IT department simply thinking it is time, but rather by an e-commerce manager or PIM specialist believing things could be done differently to achieve new goals,” says Kristoffer.
By involving the business, you create an organization that understands why a digital transformation is needed, and with that understanding, ownership spreads throughout the company, giving you people who will help drive it to completion. Changing an e-commerce system, POS, or ERP is demanding for a business, but having a supportive organization behind you provides incredible strength.
“An IT project should be driven by the business, not by the IT department. Ideally, it should be initiated by the business itself, as that leads to much better results. If you are replacing POS systems, involve some store managers. Include them, for example, in designing receipts, creating training material, and setting requirements for the project. It creates a ripple effect, and suddenly you have engaged store managers who speak positively about the project,” says Kristoffer.
Full control of master data
When it comes to technology, Kristoffer emphasizes another key principle in retail tech: the management of data and processes, knowing exactly where the data resides, what function it serves and how changes to it affect the rest of the processes. When a company invests and switches platforms, it is crucial to establish a flow that allows modular additions of new functionality over time. To achieve that, control over master data and processes is essential.
“It is extremely important to have control over your master data and processes. If you are replacing a system, you must understand what master data you have, where it is located, and how it flows. The starting point should be that it always originates from a single source, such as an ERP system or wherever you choose to place it. Then you can connect new systems to the ERP and achieve change without needing to make extensive modifications to the foundation of your system architecture. Viewing system changes as a transformation journey, involving the business, and having control of your data are three key factors when working with iterative system management,” says Kristoffer.
A modular approach
When you have control over the elements mentioned above, it becomes easy to work in a modular way and add new functionality to an existing flow without rebuilding the entire system landscape. The essence is to build a clearly defined foundation that includes processes, data, and data flows. Then you can unplug one system and plug in another, like a house where you can easily replace the roof or windows without tearing the whole house down.
“Today you must work modularly if you want to quickly implement new services based on market demands. You cannot have a monolithic mindset, as it can take two to three years to implement new features, and most likely the system will dictate what the business can do rather than the other way around. If you want to be an agile and flexible company, you must work modularly,” says Kristoffer.
A like-minded integration partner
Kristoffer also explains that there is value in working with providers that match their own scale and share the same philosophy. A provider who works with customers similar to your company will have a greater understanding of your challenges and the types of discussions you face. To work modularly, your providers must also understand and share the same architectural mindset.
Codeunit is an enabler for its partners. They remove the complexity of integration and ensure partners can focus on selling their platforms. Codeunit has many pre-built integrations with well-known systems on the market. These pre-built solutions are quick to implement and are sold as a service at a fixed, cost-effective price.
“The strength of Codeunit’s product lies in its high quality. Our integrations, for example, deliver much more functionality compared to a standard integration. It is a platform that largely runs itself. No one needs to go in and tweak or fix things. Ultimately, retail tech is not just about technology but about the interaction between people, data, and systems. With the right mindset and a partner who understands modular thinking, change is not a barrier but an opportunity,” concludes Kristoffer.
