A revolution in learning and development for IT analysts
Colruyt Group IT recently transformed its approach to learning and development for IT analysts. The purpose of this transformation was to move beyond the purely technical focus and opt for a method-oriented strategy. We thus created a common framework for our analysts, in line with the methodologies used by developers, architects, and project managers.
Creation of an IT analysis framework
To achieve this new common framework, we used the Business Analysis Body of Knowledge (BABOK). Thus, we defined specific knowledge areas for IT analysts, covering all their activities, from analysing situations to designing solutions. We chose a multichannel approach for the roll-out of this framework, with revamped training based on practical experiences of our analysts, targeted coaching, and community deep dives. It was an intensive process, but we can now say that a uniform ‘analytical language’ is applied within our organisation.
Dimitri Menia, Senior IT Analyst and Method Expert, explains: “Previously, the method information was scattered across several PowerPoints, which meant we had to search for the right information all over again at each process adjustment. Now we get to the core faster and know immediately what the potential impact could be.”
Multichannel approach
The implementation of this framework required a thorough multichannel approach. Among other things, we are focusing on:
- Aligning existing training courses with the new framework.
- Deep dives into the community, targeting specific areas of knowledge, to promote deep understanding.
- Coaches who played a crucial role in embedding the framework in our organisation.
Vadim Deylgat, Senior IT Analyst and Analysis Methodology Trainer for the VAK team, stresses that a coherent story is now being told, both in training and in community sessions for IT analysts. Highlighting details within one overall framework makes it stronger and easier to secure within the organisation. “Projects are handled in more consistently, rather than ad hoc and customer-driven,” Vadim confirms.
Positive changes and flexibility
The new framework offers independence and flexibility. Dimitri indicates that more agile working is needed in certain sectors, such as e-commerce for our food brands, so more flexibility was very welcome. Paradoxically, the shared framework also allows for more autonomy. “It’s like mountain climbing,” Dimitri explains. “Everyone gets all the necessary tools, such as climbing hooks, shoes, and ropes, but you don’t always have to use them – you decide what you need based on the situation and context.”
Other areas of expertise within the organisation are also starting to adopt this new approach, seeing the benefits of a process-oriented, shared framework.
The methodology is already proving its benefits across disciplines
Learning points and results
During the process, we learned that it is essential to create material that is close to your target audience. This keeps the content relevant and easy to understand, leading to better engagement and great learning outcomes.
We also realised that a methodological change requires significant lead time. Such a change cannot be rushed; sufficient time is needed for proper implementation and acceptance within the organisation.
The results of our efforts are already visible, with a unified analytical language starting to catch on across the organisation. We continue to expand our areas of knowledge and explore innovative ways to disseminate and embed this valuable knowledge.
We provide our analysts with a logical, coherent story that they can apply in any context
