Our 4-Step Approach
Building sustainable BA capability isn’t about quick fixes. It requires a structured approach that creates lasting change.
Assess
Align
Develop
Embed
Each step builds on the previous one to create sustainable organizational capability.
1 Assess Current BA Practice
What do we assess?
Processes & Techniques
Current practices, methods, and artifacts in use
Skills & Competencies
Team capabilities and knowledge gaps
Organizational Support
Governance, resources, and enabling conditions
Clients who used our Business Analysis Process Assessment
2 Align on the Future State
Assessment alone is not enough. Without alignment, improvement efforts create confusion and resistance.
This step ensures everyone agrees on the destination before you start the journey. It eliminates wasted effort on improvements nobody wants.
Define the ambition
What “good” looks like for your organization (not a textbook BA model).
Translate gaps into capabilities
Move from findings (“skills are inconsistent”) to capabilities (“role-based BA skill profiles are in place”).
Improvement priorities
Improvement initiatives are prioritized based on business impact and identified capability gaps, ensuring focus on what delivers value first.
3 Develop Capabilities
Ready to develop your team’s capabilities?
Targeted Training
Role-based learning that addresses your specific gaps—not generic courses
Coaching on Real Work
Hands-on guidance applied to your actual projects and challenges
Quality & Consistency
Focus on improving outputs, not just individual skills
4 Embed New Practices
Make improvements stick.
True capability isn’t built through training alone—it’s embedded when practices become the natural way of working.
Updated Processes
Refined templates, standards, and documentation practices
Governance & Ownership
Clear responsibilities and decision-making frameworks
Continuous Improvement
Measurement systems and feedback loops for ongoing evolution
Lean principles for Business Analysis
Lean thinking can be applied to a business analysis process. Research from the Standish Group states that 60 percent of features implemented in products is never used. This is waste, isn’t it? A part of this waste lies in requirements. Why produce requirements for something that will never be used? Does this situation sound familiar? Check different forms of waste that could lie in your business analysis process.