Skip to main content

Every Employee As a 'Business Analyst'

Business Analysis along with operational research have always been fascinating subjects to me. I have been lucky to have been part of requirement analysis for projects that need translation of business needs to geek for business process (BP) implementation. Business analysis provides a foundational stone of building especially when new changes are implemented in business processes, initiation of new projects or while making paradigm shifts in operational management. When an organization goes through these changes the tools sets in the BA's life becomes a combination of skills and behaviors he or she has developed over the course of years in terms of modelling, systemic thinking, inter-personal communication, root cause analysis, and general analytical skills. Keep in mind however, the end result in whatever way these skills are employed by the BA, the end objective is to improve and make the business better.

Using prototypes and models have long been and become the life source of rich communication for a business analyst. Modelling and UI designs especially help in reducing vital mistakes, understanding of bottlenecks and capturing of information from the end users that may have been missed. It gives the analyst the understanding of what people do, not what they say they are doing to make BP more optimal. So it boils down to communication and cultural.

Communication within the organization and between vendors/partners though crucial and a BA is a bridging gap being the assigned professionals who does full time business analysis a cultural change from the top down to treat every employee as BA has even greater merits. This means employees who are empowered to be a process improver's or be a  generator of ideas to improve BP's will ultimately help those project leaders and professional BA's to do their jobs more effectively and efficiently. Business analysis is after all ....the art of improving the business and every employee when treated as a professional with job descriptions filled in with details of improving process's, the end result is an ever evolving organization that is optimized to take advantage of the opportunities that come up in the market place. A culture like this discovers the business policies re-visits, re-evaluates and reforms these policies from time to time.

My thoughts till the next time,

Sam Kurien


Post a Comment

Popular posts from this blog

IT as a Innovation Partner in Business

Usually in Business organizations and especially in organizations where R&D is a separate department itself a tension persists on keeping the IT department away from any decision when it comes to innovation or process improvement. In short the IT department is generally seen as less of a help and more of a hindrance to innovation efforts. One of the main reasons is traditionally information systems are designed to impose structure on process, achieve pre-defined goals, produce metrics and minimize need for human interaction (in some case over maximize human interaction leading to nothing but "meetings").

While Innovation activities are highly unstructured and emergent, IT cannot be ignored or kept in isolation because IT can help in visualization tools, data mining efforts, uncover hidden relationships between data and create tools of knowledge management/information repository that so desperately is needed cross functionally but especially by the innovators within a org…

Analysis of SAP’s Platform Strategy

The software industry has been through high and lows up with the constant advent of new technological innovations and rapid changes in the global economic landscapes. SAP is the leading enterprise application software giant started by Hasso Plattner. The rise of Enterprise application industries started in early eighty’s with organizations needing one single software program that was capable of serving the multiple needs and functions of various departments. One single enterprise-wide application software means integrating applications that fused together for the smooth exchange and extraction of information. For example when customer services sold a product and got stock updated in the inventory by the warehouse people and the same data could be pulled by the Finance department. Enterprise Application software’s were designed exactly to do the latter mentioned processes seamlessly. SAP started by break away engineer’s Plattner and group build the company on strong engineering fort…

How Dashboards can mislead

Read an interesting article from John Shapiro professor at Northwestern Kellog on how dashboards can mislead executives and I cannot agree more. To be honest, I love visualization of data and have pushed my data architects and report writers to give me snapshots of various measures but how often the rich data didn't mean anything as it did not align with organizational goals. Even more, what information is important to me is not necessarily relevant to other executives in the organization.  Data analytics visualized on dashboards typically describe existing measures on past phenomena, some better ones predict future events and past data and the best one prescribe a course of corrective or strategic actions.

Shapiro talks about three types of traps executives can fall for:

1. The Context Trap:  We equate empirical data to the objective. I have blatantly used the cliche "numbers don't lie." But this belief can be dangerous because we can track wrong measures or metrics…