A Business Analyst in Action




Sales are down; gain projections are a concern: it is time to cut prices. Obvious targets are non-customer facing departments: how large is our administration, HR, finance, advertising? Just how much are we paying IT and our providers? Every department will justify its own existence, how crucial it's to the company, while pointing fingers at other departments and their spending - how much did that new office cost?


Any company which has a Business Analyst unit will be requested about its value and contribution to your enterprise. The larger the team, the more difficult it's to justify. Equally if the team is too little, how can it include substantial value? The solution lies in the perception of the group, its accomplishments thus far, as well as the current initiatives and strategic developments that depend on it.

As long as the device can demonstrate significant (not marginal) benefits to the company, not just in annual savings and price reductions but in coordinating company-wide synergy in strategic thinking, planning and jobs, the arguments are strong.

Business analysis units frequently have a very much reach within a business, since the knowledge of the company, its services and products and its own strategic planning are essential parts of the business analysis function. A supervisor with a business analysis background is generally better positioned to understand the effect 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 important requirement for senior supervisors.

Can a company survive without a business 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 strategies that require development to take advantage of market opportunities all become harder. Any changes are usually unstructured, localised and inwardly focused, often ignoring the wider effect on the company and its customers. The results over times are often increased prices, confusion with the company, too intricate and disparate systems and a dependency on a few important men and women. In a tough market, this is not a wonderful situation to be in.

By educating staff and supervisors in the role and value into the work of Business Analysts (or in-house consultants) some demand or requirements may be created. Apparent evidence of BAs incorporating value provides a good grounding and cross-department consciousness and provides better potential for the company to perform. For people in these functions the potential to attain top jobs is obvious.


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