BA Convention 2015, Bangalore - Evolving Role of a Business Analyst in an increasingly Connected World

1. © 2015 BA Convention
Evolving role of a BA in an increasingly
Connected World

2. © 2015 BA Convention 2
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Agenda
• About Sapient Global Markets
• The New Economy
– The disrupters
– The disrupted
– Disruptive Technologies
• Re-Imagining BA
– Business Analyst 1.0 – The Traditional BA
– Business Analyst 2.0 - New Rules of Engagement
• What does a BA need to know?
Some Pointers
– Business Model Canvas
– Solution Layers
– Wicked Problems
– Design Thinking
– Where do I go from here?
– Resources
• Q&A

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About Sapient Global Markets
FOCUS
We work exclusively
with
capital and commodity
market participants,
regulators and
intermediaries to drive
transformation for our
clients
Buy-side Investment Process
Commodities Trading & Risk
Mgmt.
Derivatives Platforms
Clearing & Collateral
Data Management
Risk and Control
Pipeline & Shipping
Portfolio Accounting
Trade Documentation
Regulatory Reporting
Valuation & Risk
INSIGHT
We have developed
communities of
expertise that bring
industry knowledge
and experience to our
delivery capabilities
GLOBAL REACH
From business consulting to technology
development and managed services, our
wide range of fully integrated services
supports the entire project lifecycle and helps
firms optimize technology and business
processes
SOLUTIONS
We design, develop,
integrate and support
technology solutions
that help our clients
more effectively
address business
needs and industry
requirements
Sapient Global
Markets
Sapient Nitro and
Government
Services
DELIVERY
With a presence on 4 continents,
we operate in key centers relevant to
the global capital and commodity
markets, including Boston, Calgary,
Chicago, Frankfurt, Houston,
London, New York, Singapore,
Toronto and Zurich
3
BUSINESS
CONSULTING
ANALYTICS
USER
EXPERIENCE
OPERATIONS
TECHNOLOGY
PROGRAM
MANAGEMENT

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How Technology is redefining businesses in an increasingly connected
world
The New Economy

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Disruptors are visionaries who grasp how
an existing idea can be made better or
cheaper or accessible to millions.
Disrupters

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Do you Uber?
Uber’s most important innovation
is the way it prices its services.
-MIT Technology Review

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The rise of the Robo Advisors!

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PayPal for Energy?
The World’s first community
powered crowd-sourced
Energy!

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Driver Telematics: Pay as you drive!

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Is Tesla an Automaker or a Battery Company?
“I see us more as an energy-
innovation company.”
--CTO, Tesla

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Average lifespans of top Companies Are Shrinking

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Why did Blockbuster fail?

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The Demise of Borders

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Disruptive Technologies
• I-SMAC
– Internet of Everything
– Social Media
– Mobile, Smart Devices
– Analytics
– Cloud
• 3D Printing
• Artificial Intelligence
– Machine Learning, Cognitive Computing, Deep Learning
• Wear-able Technology
– Smart watches, Smart glasses, Activity Trackers
• Web 3.0 (Semantic Web)
• Web 4.0 (Symbiotic Web)

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Be the Disruptor, Not the Disrupted!

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Re-Imagining the role of a BA in the New Economy
Re-Imagining BA
- Business Analyst 1.0 – The Traditional BA
- Business Analyst 2.0 - New Rules of Engagement

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Business Analyst 1.0 - The Traditional BA
• Bridge between the business and the technical team.
• Elicit, analyze, communicate and validate requirements for
changes to business processes, policies and information
systems.
• Understands business problems and opportunities in the context
of the requirements.
• Work closely with Project Manager to assure the Project Plan is
focused towards the scope and appropriate critical requirements
are documented.
• The BA work closely with Business Experts to recommend a
software solution and also work with Technical team to design
the system.
• Manage change requests. Assist with impact analysis.
• Help QA team understand requirements to that the proposed
solution meets the requirements.
• Facilitate user training, user acceptance testing and signoff.

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What are the new expectations from a BA?
BA as a Liaison
(Bridge between business
and IT)
BA as Trusted Advisor
(Bridge between business
problems and outcomes)

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Business Analyst 2.0 – New Rules of Engagement!
Current State Future State (Trusted Advisor)
Operational Focus Strategic Focus
IT Centric Business & Customer Centric
Digitally Naïve Digitally Fluent
Well defined problems Wicked problems
Requirements Capabilities, Outcomes
Domain Expert Innovator / Design Thinking
Depth Breadth & Depth
Rely on your own
competencies
Connect. Collaborate.
Doing things right Doing the right things
Trust the client’s point of
view
Build your own point of view

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Some pointers to the new BA competencies in a connected world.
What does a BA need to know?
- Business Model Canvas
- Solution Layers
- Wicked Problems
- Design Thinking
- Where do I go from here?
- Resources

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Business Model Canvas – Internal Environment
Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources
Channels
Revenue StreamsCost Structure
A business model describes the rationale of how an organisation creates, delivers,
and captures value. A business model can be described through 9 basic building
blocks.

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Business Model Canvas – External Environment
Regulatory trends
Technology trends
Societal and cultural tends
Socioeconomic trends
Market segments
Needs and demands
Market Issues
Switching Costs
Revenue Attractiveness
Key Trends
Industry
Forces
Suppliers and other
Value chain actor
Stakeholders
Competitor
(Incumbents)
New entrants
(Insurgents)
Substitute product
and services
Economic Infrastructure
Commodities and Other ResourcesCapital Markets
Global Market Conditions
Macro
Economic
Forces
Market
Forces
KP AP VP CR CS
KR CH
CS RS

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Solution Layers
Systems of Record
Support core transaction processing and manage
critical master data.
Lifespan: > 3 years
Systems of Differentiation
Enable unique company processes or industry-specific
capabilities
Lifespan: 1-3 years
Systems of Innovation
Address new requirements / opportunities
Lifespan: 0–12 months
Exploratory
- uncertain
requirements
- agile
- short cycle times
Traditional
- well formed
requirements
- plan driven
- long cycle times

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Wicked Problems
1. The problem is not understood until after
the formulation of a solution.
2. Every wicked problem is essentially novel
and unique.
3. Solutions to wicked problems are not right
or wrong. The solution depends on how
the problem is framed and vice versa (i.e.,
the problem definition depends on the
solution)
4. Stakeholders have radically different world
views and different frames for
understanding the problem.
5. Wicked problems cannot be solved by the
application of standard (or known)
methods; they demand creative solution.

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Design Thinking
An approach to solving design problems by understanding users' needs and
developing insights to solve those needs. When taken to its fullest, as much a
mindset as a process.

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Where do I go from here?
- Build Awareness
- Start with free online courses
- Develop a learning plan.
- Form a study group.
Unconscious
Incompetence
I don’t know that I
don’t know something!
Conscious Incompetence
I know that I don’t know
something!
Conscious Competence
I Know something but I have to
think about it as I do it!
Unconscious Competence
I know something so well that I don’t
have to think about it!
- Follow the learning plan.
- Find a Mentor.
- Read business books and journals.
- Practice what you have learned.
- Perfect what you have learned.
- Actively follow thought leaders.
- Attend conferences.
- Build a point of view.
- Innovate.
- Be a thought leader.
- Coach others.
- Speak at a conference!

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Resources

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Learn more. www.baconvention.com
Thank You
@saurabhbanerjee
sbanerjee3@sapient.com