Clearly establish lines of communication between IT and retail teams as integration data analysis tools are undertaken. This can be achieved through the use of liaison officers appointed with an appreciation of the requirements for retail operations and IT. Joint meetings may be attended regularly for the purpose of discussing progress and challenges. It can also involve setting up an integrated project management platform through which both teams can monitor and track progress by sharing information and effectively collaborating. Training sessions for the new tools among the staff within retail can also bridge knowledge gaps.

An example that I have observed is to first have a tecno-functional role who can liaison between the IT and retail teams to deliver the right results and secondly, well defined critical customer requirements.

It’s imperative to do a pilot to ensure the messaging are working in the integration. One miss fire can cause a catastrophe. Needless to say, regular cadence are necessary between the two functions and keep finance in loop in case of any impact which could have a financial impact

Here's what you can consider doing: 1. set a clear target on what you want to achieve 2. set a meeting to present your concern to the IT team and also get what can and can't be done 3. together, set a clear timeline. Be reasonable.