As Business Analysts (BAs), we are often called upon to develop business architectures within organizations. We have tools, models, templates at our disposal, and we know how to use them. However, what truly matters is not the tool, but the approach: this is what distinguishes one Business Analyst from another. A wrong approach risks producing the opposite effect of what is desired: disengaging stakeholders, generating noise instead of value, collecting inaccurate information, and failing in change. In these cases, the risk is creating something useless and being perceived as irrelevant. From my experience, I want to share some lessons learned that can guide every Business Analyst toward more effective and meaningful work.

1. Understand the stakeholders and their hidden needs
It is not enough to know who the stakeholders are: you must understand whether they want the change, what they expect from it and from the Business Analyst, why they make certain requests, and which needs they do not openly express. Only then we can design solutions that truly respond to their needs.

2. Always start from the “Why”
Every analysis must begin with the reason why we are tackling a project or change. Why are we doing it? How will we measure the success or failure of the initiative? Without this clarity, every subsequent step risks losing meaning.

3. From “What to do” to “What is right to do”
Sometimes the solution that is designed is not necessarily the best one to pursue. Was the proposed solution supported by a complete and accurate analysis? Does the investment justify the return? On this point, we often clash with the sponsors of the solution, and the Business Analysts must have the courage to present their opinion, supported by the necessary information.

4. Follow an Agile approach
Doing “enough” is better than doing “too much.” Focus on what is truly necessary, building together with stakeholders and not for them, is the key to keeping the process lean and relevant. Always use language that is understandable to the business.

5. Make every Business Analysis artifact immediately useful
Every BA artifact produced must be visible and shared. It must serve right away: to make a decision, highlight a problem, manage a risk, etc. Obtaining immediate feedback allows us to understand the value generated, share it, and improve it quickly, avoiding wasting time and energy.

6. The Business Analyst as an Integrator
The Business Analyst is an enabler of change. For change to succeed, pieces must be integrated, points connected, and above all, people (Leadership, Project Team, Operational Teams). Complexity must be understood and simplified without being “simplistic.” The ability to connect is what transforms a change project into a concrete result.

7. Work for responsible change
Change must be sustainable, bringing benefits not only to direct stakeholders but also to the organization and the social environment in which it operates. Responsibility is an integral part of the Business Analyst’s profession.

8. Build together with people
You cannot change an organization without changing the people who compose it. Involving them means transforming mindsets, interactions, and culture. Only in this way does change become effective, real, and lasting.

9. Define the approach to achieve the result
The BABOK Guide teaches Business Analysts to plan work starting from the approach. We can follow a waterfall or agile approach, but that is not the point. The Business Analyst must ask: with what approach should I engage stakeholders to maximize results? How can I bring each stakeholder in the direction of change? Different approaches may emerge for different stakeholders.

10. Be a competent Business Analyst
Every context is different and requires specific skills. Being a Business Analyst is not a job, but a profession: you must master tools, techniques, and methodologies. A certification is not just a title, but a declaration of competence.

Conclusion
Business Analysis is not made of models or templates, but of approach, responsibility, and competence. The true value of a BA lies in the ability to enable change, integrating people and processes, and making every step useful and sustainable.