(5) The chapter is ended off with a multiple-choice questionnaire to test your knowledge and with practical field exercises. A few guidelines to ensure that learning is optimal and enjoyable: • The study guide is based on two books: - High-Impact Consulting: How clients and consultants can leverage rapid results into long-term gains. Robert H. Schaffer . - The Breakthrough Strategy: Using short-term successes to build the high performance organisation. Robert H. Schaffer . It is recommended that you familiarise yourself with the contents of these books before studying this guide, starting with High- Impact Consulting . • Study the chapters of the workbook sequentially. Each chapter in the guide is a build on the previous – except for chapter 1 that provides context. • Do the practical exercises in your own organisation or approach any organisation of choice to grant you permission to perform low-risk experiments. Apply, apply, and apply… • Review Part 1 especially on the Return On Assets Managed (ROAM) model as a framework to show economic value. Reference will be made to ROAM in this workbook. • Sleep on a chapter and look for real-life examples before you tackle the next.
161 ICT2641/102/0/2009 PART 2 CHAPTER 1 BUSINESS ANALYSIS: AN OVERVIEW Introduction This chapter provides a strategic context. The changing role of business analysis is explained within the context of changes in the business world. At the end of this chapter the learner will fully understand how the task of a business analyst is changing and why. To achieve this learning goal the following topics will be covered: • Changes in the business arena • Traditional business analysis in crisis • Emerging changes in business analysis • New task roles of the business analyst • Multiple business analysis competencies Changes In Business The role of the business analyst is directly influenced by changes in the business environment. Therefore, let’s firstly examine the most significant changes that are taking place in the business world: • Businesses are going global. Small firms, medium-sized private companies and large corporates are going truly global. Internet-based technologies are making all of this possible. This means that a small South African firm can market and sell African arts on-line anywhere in the world in real-time. A large American corporate can buy red wine supplies electronically from a South African supplier, re-sell it electronically in Europe and arrange shipping electronically with almost any distribution company. Suppliers of goods, service providers, competitors, customers, clients and all business stakeholders are linked like never before. This shift requires new business models and different technology strategies.
162 ICT2641/102/0/2009 • Boundaryless businesses. Twenty-first century businesses are becoming boundaryless as a result of technological advances as well as through the increasing rate of mergers and acquisitions. Ron Askenas ( et al , 2002) distinguishes between four boundary types: - Vertical boundaries:
- Summer '10
- Management, ........., Business analyst