The Side Hustles of the Successful Business Analyst

I am not suggesting that the profession of business analysis is in such dire straits that we all need side hustles in case our primary source of business analysis income dries up. I'm suggesting that the main focus of business analysis, namely gathering information and defining requirements, is too narrow for the business analysis profession in general.

There are other areas of the business where a business analyst can shine because the fundamental criteria for being successful in these business areas are the same as being a successful business analyst. For example creating the Business Impact Assessment for business continuity is more a business analytical job then a platform engineering task.

Business analysis expertise is also needed in security, artificial intelligence and machine learning, analytics, product management, executive decision making, and many more areas of the business. This webinar looks at all of the different areas of the business in which a successful business analyst can be even more successful and build a solid background to move into the executive echelons of the organization.

Decision Making and the Business Analyst

A decisive person, one who makes good decisions, is not one who always makes the right decision. Considering that the average CEO, making millions of dollars a year to make decisions about the business, industry, and so forth, is only right one third of the time, the correctness of the decision is a small factor.
• So how do we define a decisive person?
• Why does a business analyst need to be a good decision maker?
• And, how should the business analyst work with those in the organization who make the Big Decisions?
Increasingly, the business analyst is filling a role of decision support for upper level management. This webinar discusses the roles necessary for decision making and how the business analyst fits in those roles, how to identify indecisiveness in a manager and how to overcome it, and how to present information and recommendations to upper level management so that the business analyst will be considered an effective decision maker, even if you don’t make executive decisions.