The Business Analyst as a Strategic Partner

Can a business analyst truly influence a company’s strategic vision?

In this interview, we will explore how the role of the business analyst can become a key element in anticipating change, connecting different areas of the business and cross-functional units, and bringing real value to a company’s strategic definition process.

Through a practical case in a multinational company, we will analyze how to apply this strategic vision in practice, showing concrete examples of real impact and effective collaboration between different areas of the organization. In addition, we will share lessons learned, mistakes to avoid, and practical recommendations for applying this strategic perspective from the field of business analysis.

Presentation Abstract

This interview is based on the presentation delivered by Miguel Ángel Rojas during the Second Annual Congress of the IIBA® Spain Chapter, titled “Encuentros de Análisis de Negocio en español: Foro hispánico”. The event took place on 12 June 2025 in Madrid, hosted at the Escuela Politécnica Superior of the Universidad Nebrija (Campus Princesa), and was open to both in-person and remote participants.

The congress brought together leaders and professionals from across the Spanish-speaking business analysis community, including presidents of IIBA® chapters from Latin America and other regional experts, with the goal of strengthening collaboration and sharing knowledge about the discipline.

Throughout the event, participants explored current trends and challenges in business analysis through keynote talks, expert presentations, and panel discussions. Among these contributions was the keynote presentation “Aligning Vision with Value: The Business Analyst as a Strategic Partner”, delivered by Miguel Ángel Rojas, a strategic leader specializing in technology, innovation, and organizational change.

The following conversation expands on some of the key ideas presented during that session, exploring how the role of the business analyst is evolving toward a more strategic position within organizations.

1. What does it really mean for a business analyst to act as a strategic partner within an organization?

First and foremost, it is essential to understand how the company operates and what its different business models are. It is difficult to act as a strategic partner without a deep understanding of how the organization creates value.

Interestingly, in its most recent version, the BABOK states that certain roles within an organization — such as C-level executives, directors, or enterprise architects — act as business analysts by definition. I fully agree with this perspective.

It is difficult to be an effective member of an executive committee (including the company’s CEO) without possessing the core competencies of business analysis, since decisions made at these strategic levels directly affect the entire organization.

It is also important to remember that the role of the business analyst is not confined to a single level within a company. Depending on the level of abstraction at which one operates, the role can be exercised at three different levels: strategic, tactical, and operational. Each level has a different focus and depth, but all of them have a significant impact on value creation within the organization.

At the strategic level, the business analyst focuses on identifying the organization’s key needs and defining the capabilities required to execute the company’s strategy. At this level, the analyst acts as a facilitator, helping to structure, influence, and translate the business strategy — which often exists implicitly in the minds of executives but is not always articulated or communicated effectively to the rest of the organization.

2. What skills or competencies distinguish an operational analyst from a truly strategic one?

Above all, the key differentiator is the ability to adapt to different situations and levels of abstraction. A strategic analyst must possess strong communication skills and, above all, the ability to build solid relationships across all levels of the organization.

In my case, having been Spain’s national champion in public speaking has been instrumental in strengthening this capability. It has enabled me to build trust, influence decision-making, and communicate clearly even in contexts characterized by high levels of ambiguity and uncertainty — such as the one we are currently experiencing.

Ultimately, the role goes beyond simply developing a corporate strategy — the most visible and formal part of the process. It also involves understanding and addressing the different sensitivities and concerns that exist at each level of the organization. This broader perspective is what allows the analyst to deliver genuine strategic value.

3. Can you share a real case where the business analyst played a key role in strategic decision-making?

I can share two recent examples that I am particularly proud of.

The first involved updating a legacy operating model that had become obsolete and was no longer suited to the organization’s new digital environment. The objective was to transform the operating model of the technology area so that it could effectively support this new digital reality. This required evolving toward a more flexible technological structure organized around three differentiated layers:

• A technology platform layer that supports the organization’s day-to-day operations, prioritizing standardization and efficiency.
• A second layer focused on differentiating processes, capable of integrating and configuring solutions that provide competitive advantage.
• A third layer dedicated to innovation and new opportunities, built around emerging technologies that enable experimentation and the development of new digital solutions.

The second example relates to technology tool acquisition. In many organizations, both the technology area and business units become convinced that adopting a new tool will solve all their problems. However, in many cases the real challenge is not the technology itself, but rather redesigning business processes, clarifying the real needs and problems, and defining what the organization actually intends to achieve with those tools.

On many occasions, by raising these questions and challenging executive teams, we discovered that the underlying issue was something entirely different. Thanks to this approach, multi-million-euro investments have been avoided, along with many of the difficulties associated with implementing tools that, without proper analysis, would not have solved the underlying problems they were intended to address.

4. How can the strategic impact of business analysis be measured beyond traditional deliverables?

The real strategic impact of business analysis should not be measured by the documents produced, but by the outcomes it helps achieve. The value of a business analyst goes far beyond the number of requirements documented or the traceability maintained within a project.

At the strategic level, some key indicators include:

• stronger alignment between the project portfolio and the organization’s strategic objectives
• clearer prioritization of initiatives
• the ability to anticipate risks and opportunities
• and, above all, the value delivered once those initiatives are implemented

Ultimately, this impact is reflected in more coherent strategic decisions, project execution that is better aligned with organizational objectives, and a deeper understanding of the environment in which the company operates — all of which improves the organization’s ability to adapt to change.

The Future of the Role

5. Do you believe the role of the business analyst is evolving toward a more consultative or leadership-oriented position?

The role of the business analyst is closely linked to the context in which the profession is practiced. In its early stages, the role was primarily associated with the initial phases of project delivery. Today, however, organizations require far more versatile professionals who can move naturally between delivery, consulting, advisory support, and facilitation.

This evolution reflects the current environment and responds to the changing needs of organizations, which increasingly seek agility and adaptability in the face of complex challenges.

6. What obstacles arise when a BA tries to position themselves as a strategic partner rather than merely a requirements gatherer?

One of the main challenges is changing the perception of the role. There is still a widespread belief that a business analyst’s work is limited to documenting requirements, which can make it difficult for analysts to be recognized as strategic partners.

Another common obstacle is the analyst’s own lack of business knowledge. To contribute to strategic discussions, it is essential to understand how the organization operates, its business model, and its priorities.

Organizational culture also plays a role. In highly hierarchical or less collaborative environments, it is more difficult to create spaces for dialogue where analysts can contribute to strategic decision-making.

Finally, credibility takes time to build. Positioning oneself as a strategic partner requires demonstrating through concrete results that business analysis can create value beyond project execution.

Connection with the IIBA® Spain 2025 Congress

7. What value does your presentation bring in the context of the IIBA Spain Congress, particularly given its focus on transformation and the future of the BA role?

When I met Rafa Pagán, the current president of IIBA Spain, he shared his interest in having me present a more strategic and pragmatic perspective on the role of the business analyst to the community. I promised him that I would do so, and that is precisely the objective of this presentation.

On the one hand, it fulfills that commitment; on the other, it aims to demonstrate — through real examples and my experience working in strategic roles in several international companies — how the business analyst can generate tangible value in the definition and execution of organizational strategy.

8. What do you hope attendees will take away from your presentation and apply in their daily work as business analysts?

1. Strategic analysis goes far beyond the products or projects derived from an organization’s strategy. It involves understanding where the organization is heading and how value is truly created.
2. Being a business analyst means performing a role, not occupying a fixed job title or position. It is a role that must adapt to context, evolving needs, and emerging opportunities.
3. Context and professional judgment determine the approach and tools we use. There is no single method that works in every situation.
4. Business knowledge is essential. Understanding how the organization operates, its business models, how it creates value, and how to communicate effectively with decision-makers is fundamental to the role.
5. Strategic capabilities are formal requirements at that level of abstraction, not merely aspirational ideas. They form the foundation for delivering real business value. While this level of abstraction can sometimes feel uncomfortable when defining requirements for project execution, it is entirely natural at the strategic level and should not be a source of frustration.
6. Finally — and perhaps most importantly — lack of alignment within an organization is one of the main reasons why strategy fails to be executed. To paraphrase Peter Drucker, culture eats strategy for breakfast. Helping teams align around a shared vision and common priorities is one of the most valuable contributions a business analyst can make.

9. What do you think about the Congress’s focus on strategic topics such as AI, value, and the evolution of the BA role?

It is essential to have spaces that promote and develop the business analysis profession while addressing the most current and relevant topics in the field.

This is precisely what many attendees expect when they participate in a congress of this kind — which has already become a reference event in the sector: the opportunity to expand their knowledge, generate new ideas, and strengthen their professional networks with other speakers and participants.