π-profile business analysts are no longer a luxury
The role of a Business Analyst has evolved significantly in recent years. Whereas strong insights into and a pragmatic approach of ‘people, processes, and tools’ used to be enough, organisations today expect quite a bit more.
With a nod to colleague Lynn’s blog, The π-shaped project manager, Miranda Molemans, looked at her role as Business Analyst.
Experts connecting different worlds
Organizations are indeed increasingly looking for a PI-profile, also when it comes to a Business Analyst. They are looking for an expert who connects different worlds.
A summary of the requested expertise for a “mid-level” business analysis assignment, a real-life example:
- Problem-solving skills
- Insight into data, systems, and processes
- Ability to describe specifications, processes, and data
- Ability to draft and execute test cases
- Coordination of work
- Stakeholder management
But also experience with or in:
- The current technology package
- The new technology package
- Training and change management
- International organizations
- Regulations regarding quality and safety
- The sector, preferably in an operational role
Apparently, the Business Analyst needs to contribute to strategic thinking as well.
From a classic bridging role to a strategic partner
Traditionally, the Business Analyst is the link between the business and IT. They translate functional needs into technical solutions or vice versa. Today, that role goes much further. For instance, the following must-haves are now expected of the Business Analyst, whereas previously these were nice-to-haves:
- Understanding the impact of digitalization on the organization.
- One understands the business processes in the specific sector.
- One supports the data-driven decisions within the specific organization.
- One anticipates the specific regulations of the specific sector.
One must therefore contribute to strategic thinking within the specific sector.
Understanding multiple sectors is more than important
Digital transformations are complex and extend beyond a single sector or technology. Innovation does not stop at the boundaries of an industry. What happens in the financial sector today, we see tomorrow in healthcare or logistics. Consider:
- Fintech solutions that inspire processes in retail
- E-health applications that redefine cybersecurity
- Supply chain optimization that relies on data analysis from e-commerce
A Business Analyst who only has experience within one sector often lacks the broader perspective. Someone with experience in multiple sectors, on the other hand, can better assess risks, recognize opportunities faster, propose best practices from other sectors, and convince higher management of the best course of action.
Management is overloaded with possibilities, complexity, regulations, data, etc. The Business Analyst has the skills to simplify and clarify matters for them and provide additional answers when necessary.
The future belongs to those who combine expertise
Therefore, there is a need for broad knowledge and experience across various sectors, including Finance, Healthcare, Government, Retail, and Logistics. This makes the Business Analyst flexible, adaptable, and strategically deployable.
In addition, there is a need for expertise such as data analysis, architecture, GDPR, security, cloud, and low-code development. But also legacy systems, migration projects, training, and change management skills are required. Continuous professional development is a must so that the Business Analyst continues to deliver added value towards the right solution.
Business Analysts are translators, facilitators, negotiators, and innovators with insights across various sectors. Additionally, they should consciously invest in both broadening and deepening their expertise.
A critical note regarding this evolution
More and more is expected of a Business Analyst. The profile is becoming broader, PI-shaped, and the bar is clearly set higher. But is it realistic to think that one person can always meet all those expectations?
Furthermore, if a Business Analyst can tick all those boxes, does that come with a fair price tag? Isn’t it significantly higher than for the “traditional” Business Analyst? And, are companies willing to bear that extra cost?
Organizations willing to invest here derive a serious tactical advantage. Is that awareness present yet?
