A Business Analyst in Action

Earnings are down; gain projections are a concern: it's time to decrease prices. Obvious targets are non-customer facing departments: how big is our administration, HR, finance, advertising? How much are we paying IT and our suppliers? Every section will justify its own existence, how critical it's to the company, while pointing fingers at other departments and their spending - how much did that new office price?
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Any business which has a Business Analyst unit will be asked about its worth and contribution to your business. The bigger the team, the harder it is to justify. Equally if the staff is too small, how can it add significant value? The solution lies in the perception of the team, its accomplishments to date, and the present initiatives and tactical developments that depend on it.

So 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 powerful.

Business analysis units frequently have a very much reach within a company, as the knowledge of the company, its services and products and its strategic planning are crucial parts of the business analysis function. A manager with a business analysis background is generally better positioned to understand the impact of his department within the strategic goals and the inherent worth of that team as part of the overall business plan. Business analysts may also normally have a better basic understanding for company dynamics, an essential prerequisite for senior managers.

Can a company survive without a company analysis unit? Well, many do, and they still continue to operate in exactly the same manner as they always have done. The capability to identify areas for change, systems and procedures that need refinement or new approaches that need development to make the most of marketplace opportunities all become more difficult. Any modifications are often unstructured, localised and inwardly focused, frequently ignoring the wider effect on the company and its customers. The results over times tend to be increased prices, confusion with all the company, too intricate and disparate systems along with a dependency on a few important people. In a challenging market, this isn't a great situation to maintain.

By educating staff and managers in the role and value into the work of Business Analysts (or in-house consultants) some demand or prerequisites might be created. Apparent evidence of BAs incorporating value provides a solid grounding and cross-department awareness and provides better potential for the company to perform. For individuals in these functions the potential to attain top jobs is evident.

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