A Business Analyst in Action




Sales are down; gain projections are a concern: it's time to cut prices. Obvious targets are non-customer facing sections: how big is our administration, HR, finance, advertising? Just how much are we paying IT and our providers? Every section will warrant its existence, how critical it's to the company, while pointing fingers at other sections and their spending - how much did this new office price?


Any business which has a Business Analyst unit will be asked about its value and contribution to the enterprise. The larger the team, the harder it's to justify. Equally if the staff is too small, how can it add substantial value? The solution lies in the perception of the group, its achievements thus far, as well as the present initiatives and tactical developments that rely on it.

As long as the device can demonstrate significant (not marginal) benefits to your organization, not only in yearly savings and cost reductions but in coordinating company-wide synergy in strategic thinking, planning and projects, the arguments are powerful.

Business analysis units often have a very far reach inside a company, as the understanding of the company, its products and services and its strategic planning are crucial areas of the business analysis function. A manager with a business analysis background is generally better placed to comprehend the impact of his section within the strategic objectives and the inherent worth of the team as part of the general business plan. Business analysts may also normally have a much better fundamental understanding for company dynamics, an essential requirement for senior supervisors.

Can a firm survive with no company analysis unit? Well, many do, and they continue to function in exactly the same manner as they've done. The capability to identify areas for change, systems and procedures that need refinement or new approaches that require development to make the most of market opportunities all become more difficult. Any changes are often unstructured, localised and inwardly focused, frequently ignoring the broader impact on the business and its customers. The outcomes over times tend to be increased costs, confusion with the business, overly intricate and disparate systems along with a dependence on a small number of key people. In a tough market, this isn't a great situation to be in.

By educating staff and managers in the role and value to the business of Business Analysts (or in-house consultants) some demand or requirements might be created. Apparent proof of BAs incorporating value provides a good grounding and cross-department consciousness and provides greater potential for the business to perform. For individuals in these functions the capability to achieve top jobs is evident.


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