Traits of a Great Business Analyst

The Business Analyst permanently improves the processes in a company. He breaks them down into their components and analyzes which requirements must be fulfilled so that both customers and employees can work optimally. Solutions and new ideas are then implemented together with the IT department.

As a business analyst, you look very carefully. You listen, ask and try to understand the needs of customers and colleagues. You structure and document the whole thing so that you can develop solutions from it later. Then you clarify your results with the IT department on feasibility. Together, you then work on the new product, which eliminates the old problems.

Soft Skills:

Good business analysts should bring a variety of soft features, because what they do is a highly communicative and analytical activity. For example, it is important to develop a good empathy in order to recognize the mood of a group as in the example. Other skills have to do with problem-solving skills to find a solution in every situation.

On the one hand, this requires expertise in order to understand the functioning of companies and, on the other hand, communication and interaction skills in order to be able to discuss and communicate the complex and multi-layered topics.

Methods used by him:

Soft skills are important – but not enough to do a good job as a business analyst. Because today’s businesses are quite complex. And many bright minds have tried to find solutions to this complexity. A large number of methods, tools and concepts have been developed to help solve problems and exploit opportunities in organizations. Not always reinventing the wheel and building on existing approaches is not only smart, but above all saves companies a lot of money.

So every business analyst is challenged to use the broadest possible set of methods to solve a variety of problems, from strategy analysis to process improvement and analysis of IT systems. Some of this knowledge can be learned by reading books and writing articles or by participating in trainings. But it is also part of working on oneself and consciously incorporating one’s own experiences from the practice into the learning process, which leads me to the third characteristic.


For me, reflectivity in the context of business analysis means two things:

  • First, it’s about (critically) questioning your own work: was what I recommended to the company correct? Has the hoped-for benefit of a project actually been realized and has the costs remained within the expected scope? Was the business case too optimistic or too pessimistic? Business analysis is not over when the project is over. Benefits Management closes the gap that leaves project management open.
  • And secondly, it is also about questioning your own way of working: were the selected methods the right one for the respective situation? And could I have done something better with my behavior? Facing these questions is not always easy. It is easier in cooperation with a partner, mentor or trusted coach.

You can also take help from any expert from financial sector like Sean St John of National Bank who has many years of experience in the banking and financial industry. Sean St John Toronto, executive vice president and co-head of fixed income, currencies and commodities at National Bank Financial in Toronto, has been successful due to hard work and dedication.

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