How business analysts are catalysts for business change

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Presentation by James Archer at the "big pICTure" meetup of @itworks in Brussels on April 2nd, 2014. James explains why and how business analysts are good catalysts for successful business change.

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How business analysts are catalysts for business change

  1. 1. How business analysts are catalysts for business change James Archer
  2. 2. The bridge
  3. 3. The context
  4. 4. Challenge - Process
  5. 5. Advice
  6. 6. Different(levels(of(leadership( Business Analysis and Leadership4 ● Organization. While many business analysts see no need to look beyond their immediate project, outstanding ones will always have one eye on the organization they work within. They realize that, in order to make change stick, they need to understand and engage widely across their whole organization. This requires an understanding of the entire system, the ability to deal with power FIGURE I.1 The different levels of leadership BA Organization Project Self Wider world Self Project Organization Wider World
  7. 7. The T of skills and competencies Intra and interpersonal skills Businessknowledge Technicalskills
  8. 8. Environment / climate Product Process People A systemic approach © Creative Problem Solving Group Inc.
  9. 9. Climate is different to culture
  10. 10. DIMENSION DESCRIPTION Challenge/ Involvement The degree to which people are involved in daily operations, long-term goals, and visions Freedom The independence in behaviour exerted by people Trust/Openness The emotional safety in relationships Idea-Time The amount of time people can (and do) use for elaborating new ideas Playfulness/ Humour The spontaneity and ease displayed within the workplace Conflict The presence of personal and emotional tensions Idea-Support The ways in which new ideas are treated Debate The occurrence of encounters and disagreements between viewpoints, ideas, differing experiences and knowledge Risk-Taking The tolerance of uncertainty and ambiguity exposed in the workplace The 9 dimensions of climate
  11. 11. Brown cow
  12. 12. “Management is doing things right; leadership is doing the right things.” Peter Drucker
  13. 13. When policy gets ahead of itself: The tragic tale of the Integrated Children s System The story
  14. 14. An example of just one mandatory form
  15. 15. Brown cow
  16. 16. Model the way Creating solutions that: resonate or attune or reflect or enable the organizations values Understanding oneself to understand the organization
  17. 17. Brown cow Social workers are skilled professionals We need to support them in doing difficult jobs
  18. 18. © 2013, Perspectiv LLP. All rights reserved. Working out ways to high performance. Inspire a shared vision ( Business(Analysis(tools(can( help(turn(ideas(and( visions(of(others(into( prac7cal(solu7ons( The(more(a(project(is(linked(to(strategy( and(visions(of(the(future(the(be>er((
  19. 19. Role of business case Articulated importance of tools and conditions to support social workers Fear - Government plans unworkable and incompatible with RBKC Risk - RBKC requirements incompatible with national requirements
  20. 20. Challenge the process Search for opportunities Look outwards Seize the initiative Experiment and take risks Most innovations from people closest to the work
  21. 21. Janusian thinking Creative ideas from contradictory ideas Looked outwards and inwards - use best of ICS (rigour and structure) with strong sense of supporting social work practice - individual needs of child within family context
  22. 22. Innovation = new and useful How to make complex processes intuitive
  23. 23. Enable others to act The key is how well is a change adopted - NOT the quality of the solution Share knowledge Facilitate relationships Break down silos
  24. 24. The stretchy text box Box to enter text into You never know if this is an important question for this child. Therefore an expanding text box became a really
  25. 25. Brown cow Make it easy for social workers to enter information ( Stretchy text box (
  26. 26. Copyright © the Atlantic Systems Guild Limited • Functional requirements are things the product must do • Non-functional requirements are properties that the product must have • A constraint is a restriction on the design or scope of the product .. some aspect of a product s content or behaviour, which is needed to support the business A requirement is..
  27. 27. Copyright © the Atlantic Systems Guild Limited • Functional requirements: ! Technical skills ! Business knowledge • Non-functional requirements: ! Inter and intra personal skills ! Leadership skills • Constraint: ! Self-imposed Requirements for a Business Analyst are...
  28. 28. www.volere.co.uk www.baleadership.com Twitter - @jamesarchers Jamesmcarcher@gmail.com

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