building - IIBA Chennai

Welcomes you
Transitioning from a
Business Analyst
to a
Business Consultant
Partnership
Surendra Saxena
MD, Vellicate Technologies
[email protected]
Phone: +91-984-539-2234
Speaker
Surendra Saxena, Co-founder and MD, Vellicate Technologies
• 30 Years of industry experience
• Past 5 years in Training and Consulting
• VP and BU Head: Sasken
• Director and Head Ops (Hyderabad): Lucent
• COO: Daewoo Telecom
• Others: Alcatel, C-DOT
• MBA (FMS, Delhi University), M.Tech. (IIT, Roorkee),
Masters in BA (Auburn University)
• Contact:
• [email protected]
• Phone: +91-984-539-2234
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
Administrivia
How to Participate In Class
• Open and close your Panel
• View, Select, and Test your
audio
• Submit text questions
• Raise your hand
• Q&A addressed as they come
up
Objectives
• Context – Changing Business Scenario
and Expectations Driving the Need for a
Trusted Business Advisor Role
• Becoming Trusted Advisors - T.I.P.
• Identify Four Type of Advisors and How
They Use Influence and Power
• How to be Effective Advisor to Help the
Organization Change
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
Global Challenges
Integrated Economy
Financial and
Political Risk
IT and Internet
Complexity
Social Media
Innovate Or Evaporate
Adapted from: That Used to be Us
- Tom Friedman
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
Just Few Years Ago ….
Facebook
Linkedin
Twitter
The Cloud
An Application
4G
Skype
−
−
−
−
−
−
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Didn’t Exist
Was a prison
Was a sound
Was in the sky
Was used to get admission in a college
Was a parking space
Typo
Adapted from: That Used to be Us
- Tom Friedman
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
Fast-forward to NOW…
If you have an idea, you can go to …
Taiwan
India
China
Social media
Amazon.com
Freelance.com
−
−
−
−
−
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For product design
For implementation
For low cost manufacturing
For marketing
For sales and fulfillment
For logo design
Traditional work has been commoditized.
Adapted from: That Used to be Us
- Tom Friedman
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
Challenges of IT Services Companies Changing Expectations
• Clients asking for Business transformation
through IT services
• Wants partner to own, manage and improve
business processes
• Want business outcomes as a result of
business transformation
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
Achieving Innovation
Innovative Solutions
Leveraging Complexity
Problem Analysis
Opportunity Analysis
Search for Alternatives
Experimentation
Business Requirements
Solution Assessment
Feasibility Analysis
Business Case
Benefit Analysis
Implementing Innovation
Managing Complexity
Planning
Execution
Monitoring
Prioritization
Risk Management
Dependency Management
Team Management
Conflict Management
Predictability
Strategic Business Analysis
Complex Project Management
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
What does it mean for BAs?
• Business Analysts need to increasingly focus on
strategy and innovation in addition to requirement
gathering, documentation and project execution
• Key skills: Critical thinking, Ability to adapt, invent, reinvent, create, innovate
– Companies will find it hard to get such talent
– Need to be nurtured and developed in-house
• “Collaborative” leadership will be needed to deliver
business transformation
– Trusted Business Advisor
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
BA as Business Consultalt
An Impossible Dream!
Or...
A Fantastic Voyage?
building capabilities, driving results
© Vellicate Technologies Pvt. Ltd. Confidential
Are BAs Business Consultant?
Definition of Business Analysis
Which part of the definition sounds like Consulting?
“Business analysis is the set of tasks and
techniques used to work as a liaison among
stakeholders in order to understand the
structure, policies, and operations of an
organization, and to recommend solutions that
enable the organization to achieve its goals.”
Source: Business Analysis Body of Knowledge, ver. 2.0, © IIBA
building capabilities, driving results
Are BAs Business Consultant?
Definition of Business Analysis
Which part of the definition sounds like Consulting?
“Business analysis is the set of tasks and
techniques used to work as a liaison among
stakeholders in order to understand the
structure, policies, and operations of an
organization, and to recommend solutions that
enable the organization to achieve its goals.”
Source: Business Analysis Body of Knowledge, ver. 2.0, © IIBA
building capabilities, driving results
Business Analyst
“A business analyst is any person who
performs business analysis activities,
no matter what their job title or
organizational role may be.”
Source: Business Analysis Body of Knowledge, ver. 2.0, © IIBA
building capabilities, driving results
How IIBA helps BAs Become
Trusted Business Advisors?
The set of tasks, knowledge, & techniques required to
identify business needs & determine solutions to
business problems.
IIBA® BABOK®
Guide V2.0
Becoming Trusted Business Advisor TIP
Trusted Business Advisor - TIP
Tools
Influence
Principles
building capabilities, driving results
SARIE Model
Tool
Business
Leaders &
Sponsor
Evaluation
Situation
AS-IS/Limitations
Facilitate
Implement
ation
Business
Problem
Solutionor
Opportunity
Analysis
TO-BE
Recommend
“Approval”
ation
Decision
• Supporting data
• Root cause
analysis
•
•
•
•
Solution
Gap analysis
Business case
Implementation &
evaluation plan
building capabilities, driving results
Supporting tools
Tool
Becoming Trusted Business Advisor TIP
Trusted Business Advisor - TIP
Tools
Influence
Principles
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Types of Advisor
Influence
High credibility
Expert
Trusted
Advisor
What they know
What stakeholders want
Persona
Non Grata
Order Taker
Low credibility
Power & Authority
Types of Power
Influence
building capabilities, driving results
How Different Types of Advisors
Influence
Use Powers
Trusted
Advisor
Personal Power
Expert Power
Customers
(Authority)
Expert Power
Expert
Personal Power
Reward Power
Coercive Power
Referent Power
Order
Taker
building capabilities, driving results
The Influencing “Formula”
Influence
= Influencing without authority
Source: The Influencing Formula By Elizabeth Larson and Richard Larson
building capabilities, driving results
The Influencing Matrix
Influence
High
“Courage”
“Influencing”
“Influencing”
“Blind trust”
Low
High
Preparation
“You are fired!”
Low
Trust
“Wasting
your breath”
building capabilities, driving results
Becoming Trusted Business Advisor TIP
Trusted Business Advisor - TIP
Tools
Influence
Principles
building capabilities, driving results
Trusted Advisors
Principles
Key principles:
1. Build Trusting Relationships
2. Ask Good Questions
3. Facilitate Business Change
building capabilities, driving results
Build Trusting Relationships
Principles
Question to Ponder:
How do you build trust?
building capabilities, driving results
1. Build Trusting Relationships
Principles
building capabilities, driving results
1. Build Trusting Relationships
Principles
building capabilities, driving results
1. Build Trusting Relationships
Principles
building capabilities, driving results
Building Credibility
Principles
Task
•
•
•
•
•
Internal
•
•
•
•
•
Provide factual Thinking
data in
advance
Accurate
Allow
Detailed
thinking time
Keep
Decisions:
scopeDeliberate
defined
Proof
Analysis
read
paralysis
Provide information
in
Reflecting
Thoughtful
advance
Caring
Allow time for changes
Decisions:
Get inputs Thoughtful
from many
Process
resultupfront
Agree onover
process
Adapted from Insights
Corporations
•
•
•
•
•
•
Summarize but beActing
prepared
Practical with details
Provide
Fast-paced
practical
solutions
Decisions: Decisive &
Start-stop
Fast
on time
Impatient
•
•
•
•
•
Interacting
Involve through
out
Articulate
Meet
often to get inputs
Collaborative
and
buy-in
Decisions:rapport
Spontaneous
Establish
Gossip
Have fun
People/Relationship
External
2. Ask Good Questions
Principles
building capabilities, driving results
Order Taker Questioning
Principles
“We need
A,B & C!”
Business Leader
Order Taker
“When
would you
like it to be
done?”
building capabilities, driving results
Order Taker Questioning
Principles
Features and functions without context
• Solution before problem
• Feature without big picture
– “How many rooms do you want in your new
house?”
– “What color do want for your new car?”
– “Is this field needed in the report?”
building capabilities, driving results
Expert Questioning
Principles
“Have you
ever though
about a ….?”
Expert
No… and
now I feel
stupid
Business Leader
building capabilities, driving results
Expert: Leading Questions
Principles
Top leading questions to avoid:
•
•
•
•
•
•
“Don’t you think that …………?”
“Why don’t you …………?”
“Isn’t it better to …………?”
“Wouldn’t you like to …………?”
“Have you ever thought about a …………?”
“Would you consider …………?”
building capabilities, driving results
Influencer Questioning
Principles
“I can’t speak
publically.”
Trusted
Advisor
“What
problem are
we trying to
solve (your
majesty)?”
Business Owner
building capabilities, driving results
Questioning
Principles
Consulting questions to try:
• “What are your goals/objectives?”
• “What has limited you in today’s environment?”
• “What business problem are we trying to solve?”
• “Help me understand …….”
• “What did you try previously and why didn’t it
work?”
• “What did you like best and least about….?”
building capabilities, driving results
3. Facilitate Business Change
Principles
Change is hard because people
overestimate the value of what they have
and underestimate the value of what they
may gain by giving that up.
– James Belasco and Ralph Stayer
What are they afraid of?
building capabilities, driving results
Seven Steps for Change
1.
2.
3.
4.
5.
6.
7.
Principles
Clarify goals
Observe; read body language; undercurrent
Allow their feelings to surface
Provide (coordinate) support
Manage expectations – don’t dismiss fear
Acknowledge your change agent role
Let go and move on
building capabilities, driving results
Motivation for Change
Principles
Clarity motivates
Define project scope, complete BA plans, baseline requirements,
manage change to requirements and scope, have meeting
agenda, document results. Clarity = Transparency
Positive thoughts
motivate
Advertise accomplishments, communicate team goals when
met.
Enjoyment motivates
Divide the work according to preferences, whenever possible.
Have fun while getting the job done.
Feeling important
motivates
Get stakeholder’s inputs; listen sincerely; give credit when it’s
due.
Success motivates
Establish clear, reasonable goals; get inputs; thank people for
accomplishing.
Personal benefits
motivate
Pay attention to every stakeholder’s WIIFM; focus benefits
accordingly.
building capabilities, driving results
Take Away
• Be able to use IIBA® BABOK® framework and
become a trusted business advisor in your
organization
• Tools, Influence and Principles to become a
Trusted Business Advisor
• Four types of advisors and how they use
influence and power
• How to be an effective advisor in managing
change
building capabilities, driving results
Start Your Consulting Journey
• Visit vellicate-tech.com/resources
• 2 Days Workshop on
“Consulting Skills to Solve Business Problems”
• Bangalore: May 30-31, 2015
• Chennai: June 25-26, 2015
• Virtual: July 15-16, 22-23, 2015
• http://vellicate-tech.com/training-calendar
building capabilities, driving results
“Consulting Skills to Solve Business Problems”
Bangalore: May 30-31, 2015
Chennai: June 25-26, 2015
Virtual: July 15-16, 22-23, 2015
http://vellicate-tech.com/training-calendar
www.vellicate-tech.com
Phone: +91-903-507-5455; +91-80-420-75837
Mail: [email protected]
building capabilities, driving results