June 10, 2025 • 17 mins
You don’t need a title to lead — you just need the right approach.
In this episode of The Better Business Analyst, I break down the Top 10 ways Business Analysts can influence strategy and drive real business impact — even without a formal leadership role.
Each strategy includes:
✅ A key principle
📊 A research-backed insight
💬 A talking point to use in the room
📌 A real-world example from the field
Whether you’re a junior BA or a seasoned analyst looking to elevate your voice, this episode is packed with practical tools to help you lead from the middle.
🎙 Topics include:
Earning trust before earning titles
Turning insights into influence
Visuals that shift decisions
Value-first storytelling
Staying persistent (even when you're ignored)
Hit play — and start showing up like the strategist you already are.
🔗 Subscribe to the podcast today and Connect on LinkedIn → Benjamen Walsh | Better Business Analyst Podcast
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Today, we're going deeper than job titles, frameworks, or
delivery methodologies. We're unpacking the real levers
of power in an organization influence.
If you've ever thought I know what the business should do, but
(00:21):
they're not listening, this one's for you.
The Better Business Analysis Institute presence, the Better
Business Analysis Podcast with Kingsman Walsh.
Welcome back to the Better Business Analysis Podcast.
And we're going to dive into tenways you can lead from where you
(00:44):
are, even if no one's handed youthe steering wheel.
Yeah, that's right. We're canning down 10 ways that
you can move from being an analyst to an influencer, and
how BAS can shape organizationalstrategy without the title #1 is
around. Influence isn't about power,
(01:08):
it's about permission. You don't need a title to lead.
You need trust. Harvard research shows that soft
power, when you don't have the title, outperforms formal
authority in complex change initiatives.
Yes, there are great studies that say that people want
(01:30):
authority. Make a statement and people will
then listen to them and do things.
There's lots of experiment experiments about that.
But in complex change initiatives, the soft power
actually outperforms. And as ABA, you have a unique
option to access different business silos because
(01:55):
businesses do work in silos and you know, our job is to to stop
that from happening, but it still happens and you're a
unique opportunity to access people and all these silos.
That's actually gold. And a mid level BA can maybe
facilitate customer journey workshop and that can directly
(02:21):
trigger CX uplift, right? A $2 million project and that's
without any senior titles, just earned credibility.
And I, I just want to make a really good point here.
When you've got that trust, it doesn't necessarily come across
as a badge or as a pat on the back.
(02:44):
OK, B, it's quite a lonely placeas ABA that you've just got to
know that people do trust you, but it may not be explicitly,
for example, converted into hey,great job, but they will trust
you #2 is that strategy starts with the language and B as are
(03:06):
translated, speaking both business and tech makes you
invaluable, right? It's still an art to bridge the
gap between IT and the business.I had said all the time,
communication breakdown is actually the top three reasons
why strategy initiatives fail. So you know, we can use visual
(03:28):
storytelling tools like lean canvases to create understanding
and we visualize and we report out.
One BA I know used a simple empathy map to reframe on a
backlog priorities. There were actually just a whole
lot of projects and align them with real user pain points and
they just wrapped that up. They were already past that
(03:49):
point in terms of user discovery, but they wrapped up
how these particular initiativescould actually relate to a
common customer and you know, a group of customers and, and, and
why what was the empathy behind that?
Number 3 is that know the business better than the
business does. So influence grows when you
(04:11):
understand what actually drives the PNL.
And this has taken me a long time to understand and I really
understood it because I had to, you know, I've been reporting to
executive boards and I've been on executive boards.
And when you understand that really the executives talk about
PNL, and that's their world, by the way, then that will help you
(04:33):
link what you're doing to their language, which is PNL profit
and loss. So just 20% of BAS say they
fully understand their organization's financial model.
You should understand that. That's an advantage.
It's something like I said, it'staken me years, probably later
in my career to get there, but it totally makes sense.
(04:54):
And so you should learn how yourorganization makes and loses
money and then show up in most conversations.
An example here is that ABA may be embedded in finance and they
spot duplicated SAS spending right across multiple systems
and they're actually the same offer like ACRM system.
And they might realize that theyspend a lot of money on SAS
(05:16):
systems and that they could be saving, you know, 250 KA year by
simply asking the right questions or suggesting that
maybe they're consolidated. Yes, that's jumping to solutions
and not looking at problems which we say don't do.
But really, I guess the problem is it's not the real problem
(05:37):
here at a macro level is that there's just no awareness that
these both these departments areusing the same text stack, OK?
And that, and that's where we can add additional value #4 is
to frame your analysis as outcomes and ideally smart
objectives and not outputs, OK? And that's the different string
than what ABA does. And sometimes a project manager,
(06:00):
they should, project managers should do outcomes, but that's
not their training. It's their training.
It's outcomes. Sorry, outputs, deliverables.
Executives don't care about activity, by the way.
They really don't have enough time to worry about it.
They, they care about people andstaff costs, right?
So that makes the activity, but they they care about results and
outcome driven projects are three times more likely to
(06:22):
deliver real value. You need to swap your delivered
requirements with enabled, I don't know, 15% reduction in
support costs or consolidate these two systems, which
resulted in a saving of 250 KA year by the end of the financial
year. If you reframe a reporting
(06:42):
upgrade into a case for reducingcall center volume, that's
really gold, right? The project might get fast
tracked, might get fully funded.So that language about what are
you trying to achieve from the outcome, which is the reporting
upgrade to actually what are we achieving by that, that's really
important. And that links to things like an
(07:03):
investment logic map and benefits and problems and
percentages and what do people care about?
And so you're not losing the output.
Just be clear. You're saying that that's the
journey and that might be the end result, that we have a new
reporting swing. But what is the benefits is
quite different from the output then #5 it's that you can become
(07:30):
a heat seeking missile for decision fatigue.
Strategies often fail because the leaders are overwhelmed, not
underinformed. They actually get too much
information and the wrong information executives face, I
don't know, 70 plus significant decisions a week.
(07:51):
That's how many decisions they're making.
That's why they're in all those meetings.
And if you simplify decisions, don't just share data, but
distill the path forward. So you say, hey, we've got a
problem. It's like, OK, bring, don't be a
problem and bring their solution.
That's what they would say. You can define, hey, look, I've
defined what the problem really is, the root cause.
(08:12):
Here's the data behind it. This is, there's some solutions,
here's my recommendation. That's so powerful and you can
use like a three-point decision matrix and frame trade-offs and
the CEO can make that decision in like 10 minutes.
It's really, really simple. And you find that actually a lot
of decisions in an organization.That's how it ends up anyway.
(08:35):
You go the long way through committees, middle management,
reporting. It eventually gets to someone's
desk on the exec in like a sentence like, OK, give me the
briefing they want funding for. This is what it's going to do.
Seriously, that's how it gets distilled.
And those exec executives are sobusy.
So we need to make it easy. Number six is that you need to
(09:00):
build your influence in the gapsbetween meetings.
And what I mean there is that the real moves are made between
meetings. 85% of decisions are pre aligned before the official
meeting. I'm going to say that again, 85%
of decisions are pre aligned. Basically they're less likely to
(09:23):
change. So people have made their mind
up before the official meeting. So you need to book coffee
ketchup, you need to recap one on ones, you need to plant seeds
along the way. And this is really a very
successful a strategy for persuasion and influence and a
good friend of mine who happens to be my boss on one of my
(09:43):
pieces of work at the moment, he's great at this.
He's really good at doing the pre meeting.
So when it comes to the meeting,it's simply just kind of a yes,
no at that point. And if you run like 15 minute
pre meetings with all stakeholders before a strategy
session, by the time they hit the room, their solution right
(10:04):
has majority support. They've already done it.
And this is politic. This is politics.
This is the non lobbying, you know, public facing side of
politics. It's exactly what they do #7 is
that visuals win arguments. I love this one.
This is so true. No one reads a 40 page doc, 100
(10:24):
page doc to submit how much it is actually.
They read the small ones, but they do understand the diagrams
and they'll come back to those. They love it.
The simpler the better and sometimes it annoys me how
simple the diagram needs to be and you feel like well all the
values tripped away. But I understand why that is the
case. And visuals are processed 60,000
(10:46):
times faster than text by the human brain.
Just think about that. And this is the, you know,
picture paints 1000 words. Well actually a picture paints
600,000. Sorry 60,000 words if you look
at it that way because your brain is processing it faster.
Use journey maps, swim lanes, you know trade off charts, cut
(11:09):
through the noise. Decision makers.
Risk matrix is another one wherethe risks are.
These are the options I have mapped using user journey maps
for onboarding, for example, or a cool center flow.
And it, it's always the number one diagram where people go, OK,
(11:29):
I can see where that what they might say is the revenue leakage
point, which is ACFO term. But they can see it.
They can see that that is the problem in the call centre flow.
And that's where you need to getto.
And once you start use sitting there as the, as the reset, as
the language, you use those simple diagrams, they'll want
(11:50):
you, they'll trust you, they'll value you and they can see it
and, and, and they, they will not be able to go back to those
diagrams. So that saves you all that time
because you don't need to just produce all these words.
I mean, I've just produced a document 32,000 words.
And I'm, I'm just thinking, you know, people are going to read
that once if I'm lucky. And they just got to remember
(12:14):
one or two diagrams #8 is to model scenarios.
OK. So don't just analyse the
current state. It's probably a real big trap
for those who are IIBA trained, who go into the world and they
do current data analysis. It's it's changing now.
(12:37):
It's changing now, but not, it hasn't come from the BA world.
But BA is picking up on the factthat it's a waste of time.
Influence lives in the what if it doesn't live in the past?
So if you do some scenario modelling it can increase your
by and by like 50%. Don't just report, offer future
(13:02):
pathways. Show the options the future
state. This focus is another way of
saying this. I've presented potential cost
reduction models before. Cut, automate, outsource and let
the decision makers choose basedon your recommendation.
And then you know that is makingit really easy for you.
(13:23):
What options do we actually havehere?
I this I understand all that. I trust you.
What options do we have? OK, and why do you recommend
that? And that will actually spark it
will trigger any unwritten or unsaid emotions at that point.
OK, we don't want to reduce staff or where actually our
preference is not outsource or automation.
(13:44):
I've been involved in automationprojects before being disastrous
and a lot of execs have those projects along their way and
they're almost tied to that legacy.
So sometimes their their view ofthe what if is is shaped by the
past. But it's not your job to map
their past demons #9 is to refrain.
(14:08):
We frame the deliverables, the actual outputs in terms of value
stories. So requirements are just kind of
the how. I know we say it's the what, but
it is kind of the how we get there, the true function.
But strategy lives in the why. So value linked user stories,
right? They can double stakeholder
satisfaction store scores. So what you do is you add a
(14:32):
field to every requirement, every story and you add business
value, right? So it's the so that I is is
actually the point. But sometimes it's so that I is
is more of a functional. So there you go.
So that I can, you know, allow acustomer to get from A to B.
But unless you say what's the value for the business, what do
(14:54):
we get, which is linking down tothe response, the capability
from the business side. It will actually help,
especially if it's you need internal sign off here.
So and view in the backlog user stories.
Just add value outcome column and product.
Product owners can actually start reprioritizing based on
(15:14):
the benefit, not just guessing what they think and #10 is an
important one. Make peace with rejection, then
keep showing up. And, and this is just a general
business top tip I hear. I I mean, I hate this.
I mean, one of the reasons I, I've been involved in startups,
but one of the reasons why I kind of cringe and get a bit
(15:36):
sick of, of doing startups is that you just fail a lot of
times, right? And that one time that you push
harder, you don't fail again. I'm pretty good and the word of
projects when I work for someoneelse, man, I just keep going.
But when it's myself, I'm reallyhard at, at, at facing
rejection. But influence is a long game and
(15:57):
it does take about 7 to 10 repetitions for ideas to stick
with decision makers. That's why you need to have all
these meetings beforehand. You need to be polite,
persistent. And influence is noticed more
than it's acknowledged, as I said before.
So it's noticed in their brains,but not acknowledged that you
have done a good job. And I'll give you an example
(16:21):
here is that I, I mean, I've pushed like through a feedback
loop more than three times. I'm currently going through a
feedback loop. I'm probably up to the 9th piece
of stakeholder feedback. You know, I'm in all
seriousness, I'm kind of over itand and it's hard and there's
crickets. But if you keep going, you will
(16:42):
get to the result you need. OK, so whether or not you're
like a season BA or in your first day of the BA career, just
remember strategy isn't owned bythe C-Suite.
It's shaped by the people closest to the problem, and
that's actually you. So the question isn't when they
(17:02):
give me a seat at the table, when are they going to?
Are they going to invite me? It's about what am I doing
already that makes them want to pull a chair out at the table.
I'll see you next week.
Today, we're going deeper than job titles, frameworks, or
delivery methodologies. We're unpacking the real levers
of power in an organization influence.
If you've ever thought I know what the business should do, but
(00:21):
they're not listening, this one's for you.
The Better Business Analysis Institute presence, the Better
Business Analysis Podcast with Kingsman Walsh.
Welcome back to the Better Business Analysis Podcast.
And we're going to dive into tenways you can lead from where you
(00:44):
are, even if no one's handed youthe steering wheel.
Yeah, that's right. We're canning down 10 ways that
you can move from being an analyst to an influencer, and
how BAS can shape organizationalstrategy without the title #1 is
around. Influence isn't about power,
(01:08):
it's about permission. You don't need a title to lead.
You need trust. Harvard research shows that soft
power, when you don't have the title, outperforms formal
authority in complex change initiatives.
Yes, there are great studies that say that people want
(01:30):
authority. Make a statement and people will
then listen to them and do things.
There's lots of experiment experiments about that.
But in complex change initiatives, the soft power
actually outperforms. And as ABA, you have a unique
option to access different business silos because
(01:55):
businesses do work in silos and you know, our job is to to stop
that from happening, but it still happens and you're a
unique opportunity to access people and all these silos.
That's actually gold. And a mid level BA can maybe
facilitate customer journey workshop and that can directly
(02:21):
trigger CX uplift, right? A $2 million project and that's
without any senior titles, just earned credibility.
And I, I just want to make a really good point here.
When you've got that trust, it doesn't necessarily come across
as a badge or as a pat on the back.
(02:44):
OK, B, it's quite a lonely placeas ABA that you've just got to
know that people do trust you, but it may not be explicitly,
for example, converted into hey,great job, but they will trust
you #2 is that strategy starts with the language and B as are
(03:06):
translated, speaking both business and tech makes you
invaluable, right? It's still an art to bridge the
gap between IT and the business.I had said all the time,
communication breakdown is actually the top three reasons
why strategy initiatives fail. So you know, we can use visual
(03:28):
storytelling tools like lean canvases to create understanding
and we visualize and we report out.
One BA I know used a simple empathy map to reframe on a
backlog priorities. There were actually just a whole
lot of projects and align them with real user pain points and
they just wrapped that up. They were already past that
(03:49):
point in terms of user discovery, but they wrapped up
how these particular initiativescould actually relate to a
common customer and you know, a group of customers and, and, and
why what was the empathy behind that?
Number 3 is that know the business better than the
business does. So influence grows when you
(04:11):
understand what actually drives the PNL.
And this has taken me a long time to understand and I really
understood it because I had to, you know, I've been reporting to
executive boards and I've been on executive boards.
And when you understand that really the executives talk about
PNL, and that's their world, by the way, then that will help you
(04:33):
link what you're doing to their language, which is PNL profit
and loss. So just 20% of BAS say they
fully understand their organization's financial model.
You should understand that. That's an advantage.
It's something like I said, it'staken me years, probably later
in my career to get there, but it totally makes sense.
(04:54):
And so you should learn how yourorganization makes and loses
money and then show up in most conversations.
An example here is that ABA may be embedded in finance and they
spot duplicated SAS spending right across multiple systems
and they're actually the same offer like ACRM system.
And they might realize that theyspend a lot of money on SAS
(05:16):
systems and that they could be saving, you know, 250 KA year by
simply asking the right questions or suggesting that
maybe they're consolidated. Yes, that's jumping to solutions
and not looking at problems which we say don't do.
But really, I guess the problem is it's not the real problem
(05:37):
here at a macro level is that there's just no awareness that
these both these departments areusing the same text stack, OK?
And that, and that's where we can add additional value #4 is
to frame your analysis as outcomes and ideally smart
objectives and not outputs, OK? And that's the different string
than what ABA does. And sometimes a project manager,
(06:00):
they should, project managers should do outcomes, but that's
not their training. It's their training.
It's outcomes. Sorry, outputs, deliverables.
Executives don't care about activity, by the way.
They really don't have enough time to worry about it.
They, they care about people andstaff costs, right?
So that makes the activity, but they they care about results and
outcome driven projects are three times more likely to
(06:22):
deliver real value. You need to swap your delivered
requirements with enabled, I don't know, 15% reduction in
support costs or consolidate these two systems, which
resulted in a saving of 250 KA year by the end of the financial
year. If you reframe a reporting
(06:42):
upgrade into a case for reducingcall center volume, that's
really gold, right? The project might get fast
tracked, might get fully funded.So that language about what are
you trying to achieve from the outcome, which is the reporting
upgrade to actually what are we achieving by that, that's really
important. And that links to things like an
(07:03):
investment logic map and benefits and problems and
percentages and what do people care about?
And so you're not losing the output.
Just be clear. You're saying that that's the
journey and that might be the end result, that we have a new
reporting swing. But what is the benefits is
quite different from the output then #5 it's that you can become
(07:30):
a heat seeking missile for decision fatigue.
Strategies often fail because the leaders are overwhelmed, not
underinformed. They actually get too much
information and the wrong information executives face, I
don't know, 70 plus significant decisions a week.
(07:51):
That's how many decisions they're making.
That's why they're in all those meetings.
And if you simplify decisions, don't just share data, but
distill the path forward. So you say, hey, we've got a
problem. It's like, OK, bring, don't be a
problem and bring their solution.
That's what they would say. You can define, hey, look, I've
defined what the problem really is, the root cause.
(08:12):
Here's the data behind it. This is, there's some solutions,
here's my recommendation. That's so powerful and you can
use like a three-point decision matrix and frame trade-offs and
the CEO can make that decision in like 10 minutes.
It's really, really simple. And you find that actually a lot
of decisions in an organization.That's how it ends up anyway.
(08:35):
You go the long way through committees, middle management,
reporting. It eventually gets to someone's
desk on the exec in like a sentence like, OK, give me the
briefing they want funding for. This is what it's going to do.
Seriously, that's how it gets distilled.
And those exec executives are sobusy.
So we need to make it easy. Number six is that you need to
(09:00):
build your influence in the gapsbetween meetings.
And what I mean there is that the real moves are made between
meetings. 85% of decisions are pre aligned before the official
meeting. I'm going to say that again, 85%
of decisions are pre aligned. Basically they're less likely to
(09:23):
change. So people have made their mind
up before the official meeting. So you need to book coffee
ketchup, you need to recap one on ones, you need to plant seeds
along the way. And this is really a very
successful a strategy for persuasion and influence and a
good friend of mine who happens to be my boss on one of my
(09:43):
pieces of work at the moment, he's great at this.
He's really good at doing the pre meeting.
So when it comes to the meeting,it's simply just kind of a yes,
no at that point. And if you run like 15 minute
pre meetings with all stakeholders before a strategy
session, by the time they hit the room, their solution right
(10:04):
has majority support. They've already done it.
And this is politic. This is politics.
This is the non lobbying, you know, public facing side of
politics. It's exactly what they do #7 is
that visuals win arguments. I love this one.
This is so true. No one reads a 40 page doc, 100
(10:24):
page doc to submit how much it is actually.
They read the small ones, but they do understand the diagrams
and they'll come back to those. They love it.
The simpler the better and sometimes it annoys me how
simple the diagram needs to be and you feel like well all the
values tripped away. But I understand why that is the
case. And visuals are processed 60,000
(10:46):
times faster than text by the human brain.
Just think about that. And this is the, you know,
picture paints 1000 words. Well actually a picture paints
600,000. Sorry 60,000 words if you look
at it that way because your brain is processing it faster.
Use journey maps, swim lanes, you know trade off charts, cut
(11:09):
through the noise. Decision makers.
Risk matrix is another one wherethe risks are.
These are the options I have mapped using user journey maps
for onboarding, for example, or a cool center flow.
And it, it's always the number one diagram where people go, OK,
(11:29):
I can see where that what they might say is the revenue leakage
point, which is ACFO term. But they can see it.
They can see that that is the problem in the call centre flow.
And that's where you need to getto.
And once you start use sitting there as the, as the reset, as
the language, you use those simple diagrams, they'll want
(11:50):
you, they'll trust you, they'll value you and they can see it
and, and, and they, they will not be able to go back to those
diagrams. So that saves you all that time
because you don't need to just produce all these words.
I mean, I've just produced a document 32,000 words.
And I'm, I'm just thinking, you know, people are going to read
that once if I'm lucky. And they just got to remember
(12:14):
one or two diagrams #8 is to model scenarios.
OK. So don't just analyse the
current state. It's probably a real big trap
for those who are IIBA trained, who go into the world and they
do current data analysis. It's it's changing now.
(12:37):
It's changing now, but not, it hasn't come from the BA world.
But BA is picking up on the factthat it's a waste of time.
Influence lives in the what if it doesn't live in the past?
So if you do some scenario modelling it can increase your
by and by like 50%. Don't just report, offer future
(13:02):
pathways. Show the options the future
state. This focus is another way of
saying this. I've presented potential cost
reduction models before. Cut, automate, outsource and let
the decision makers choose basedon your recommendation.
And then you know that is makingit really easy for you.
(13:23):
What options do we actually havehere?
I this I understand all that. I trust you.
What options do we have? OK, and why do you recommend
that? And that will actually spark it
will trigger any unwritten or unsaid emotions at that point.
OK, we don't want to reduce staff or where actually our
preference is not outsource or automation.
(13:44):
I've been involved in automationprojects before being disastrous
and a lot of execs have those projects along their way and
they're almost tied to that legacy.
So sometimes their their view ofthe what if is is shaped by the
past. But it's not your job to map
their past demons #9 is to refrain.
(14:08):
We frame the deliverables, the actual outputs in terms of value
stories. So requirements are just kind of
the how. I know we say it's the what, but
it is kind of the how we get there, the true function.
But strategy lives in the why. So value linked user stories,
right? They can double stakeholder
satisfaction store scores. So what you do is you add a
(14:32):
field to every requirement, every story and you add business
value, right? So it's the so that I is is
actually the point. But sometimes it's so that I is
is more of a functional. So there you go.
So that I can, you know, allow acustomer to get from A to B.
But unless you say what's the value for the business, what do
(14:54):
we get, which is linking down tothe response, the capability
from the business side. It will actually help,
especially if it's you need internal sign off here.
So and view in the backlog user stories.
Just add value outcome column and product.
Product owners can actually start reprioritizing based on
(15:14):
the benefit, not just guessing what they think and #10 is an
important one. Make peace with rejection, then
keep showing up. And, and this is just a general
business top tip I hear. I I mean, I hate this.
I mean, one of the reasons I, I've been involved in startups,
but one of the reasons why I kind of cringe and get a bit
(15:36):
sick of, of doing startups is that you just fail a lot of
times, right? And that one time that you push
harder, you don't fail again. I'm pretty good and the word of
projects when I work for someoneelse, man, I just keep going.
But when it's myself, I'm reallyhard at, at, at facing
rejection. But influence is a long game and
(15:57):
it does take about 7 to 10 repetitions for ideas to stick
with decision makers. That's why you need to have all
these meetings beforehand. You need to be polite,
persistent. And influence is noticed more
than it's acknowledged, as I said before.
So it's noticed in their brains,but not acknowledged that you
have done a good job. And I'll give you an example
(16:21):
here is that I, I mean, I've pushed like through a feedback
loop more than three times. I'm currently going through a
feedback loop. I'm probably up to the 9th piece
of stakeholder feedback. You know, I'm in all
seriousness, I'm kind of over itand and it's hard and there's
crickets. But if you keep going, you will
(16:42):
get to the result you need. OK, so whether or not you're
like a season BA or in your first day of the BA career, just
remember strategy isn't owned bythe C-Suite.
It's shaped by the people closest to the problem, and
that's actually you. So the question isn't when they
(17:02):
give me a seat at the table, when are they going to?
Are they going to invite me? It's about what am I doing
already that makes them want to pull a chair out at the table.
I'll see you next week.
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