This case study describes a comprehensive consulting and training program designed specifically for NBU IT specialists, focusing on advanced business analysis (BA) practices and the integration of artificial intelligence (AI) tools into their daily work.
Andrii began his professional journey as an IT Developer, later becoming a DevOps Engineer before transitioning into management. Today, he leads a large department consisting of several teams.
The southern regions of Ukraine (Mykolaiv, Odesa, and Kherson regions) are facing unprecedented challenges
Olha has a background in the military sector, where she currently works in the field of psychology. After noticing the rapid growth and increasing relevance of automation technologies, she decided to make a significant career shift.
ATB-Market is the undisputed leader of Ukrainian retail, operating thousands of stores and managing complex logistics chains across the country. A business of this scale requires flawless operational excellence (Run the Business) as well as continuous innovation, new product launches, and digital transformation initiatives (Build the Business). However, in the context of rapid growth and scaling, the company faced a common challenge encountered by large enterprises: the need to synchronize business units and the IT department.
Serhiy had a specialized education (computer systems and networks), but his career developed outside the IT sphere: for a long time he worked as a warehouse manager for three companies at once. The key trigger for radical changes was his family. Serhiy realized that he wanted to be a role model for his children when they grew up, and his current position did not correspond to his inner ambitions.
The "APTEKA ANTs" brand is the undisputed leader of pharmacy retail in Ukraine. The company's strategy is based on the constant introduction of innovations and optimization of business processes. However, rapid scaling and the growth in the number of complex projects revealed a bottleneck: most managers managed changes intuitively.
The company's IT department needed to implement a set of works aimed at developing a talent management system and overall improving the efficiency of the IT function. There was a need to implement a systemic approach to competency management that would deeply take into account the specifics of the work of technological departments.
Construction projects are complex systems with a large number of participants, dependencies, and risks.
The company operates with a large volume of operational tasks, including communication, reporting, data handling, and internal processes.
