How My Business Analysis Mindset Transformed a Data Project (and Me!)
Disclaimer: The views and opinions expressed in this article are those of the author and may not reflect the perspectives of IIBA.
It was the first week back in the office after summer vacation at the small non-profit where I work. My manager and I were meeting with the external consultant who had set up the company’s first centralized data platform, which my team manages. During our conversation, he said, “I am really impressed with how you make the data available to everyone through reports on the intranet. Many of our customers don’t have that focus, but it makes users feel safe.”
I’d love to say it’s because I’m especially brilliant, but the truth is that my background in business analysis is the real differentiator—not data analytics. Business analysis enables me to think beyond technical aspects and focus on how my work contributes to broader organizational goals. That perspective shapes my approach to every project.
A Project That Changed Everything
About a year ago, we began building a new data platform to consolidate data from various sources, transforming it for reporting, analytics, and machine learning. A data visualization tool sits atop this platform, automatically updating data from it.
Honestly, it wasn’t incredibly complex from a technical standpoint. I wasn’t entirely sure about my role once we finalized the architecture and chose a vendor to deliver. Having failed to recruit a product owner experienced in data analytics, I was encouraged to take on the role because I had helped scope the initiative initially.
I accepted the challenge. It was an exciting opportunity to gain experience in the rapidly growing field of data analytics. Little did I know, it was also an opportunity to put my business analysis mindset into action.
Seeing the Bigger Picture
When I recognized this platform’s potential to help transform us into a data-driven organization, everything changed. It became about more than just helping data analysts work smarter. It was now clear that this project, like so many others I had worked on previously, was a strategic initiative with far-reaching implications. Specifically, it would enable the organization to integrate data-driven decision-making and scale its analytics capabilities.
This realization expanded my role. I was no longer simply a product owner focused on project delivery. I needed to step into my business analyst mindset and take on a broader, more strategic view.
Key Areas of Focus
Enable change
While my primary focus is to promote awareness of the new reports and assist users in developing dynamic ones, I want to go further. I aim to empower potential new report designers in the organization with the skills to build their own reports. I envision a future where teams can independently create their own reports from predefined data models—saving time and improving responsiveness. By enabling self-sufficiency, I’m seeking to enhance the organization's agility and responsiveness to data needs.
Scale the solution
I prioritize integrating new data into the platform based on its potential to benefit the most users and deliver the greatest business value. This approach ensures we make essential data available first, thereby maximizing the platform's impact and usefulness across the organization.
Lessons Learned
Although I mostly relied on business analysis competencies that were familiar to me, this project also taught me valuable lessons about data analytics that I can apply to the development of digital and IT products in future.
The power of research questions
Data analytics has a well-defined practice of creating research questions and testing how effectively those questions can be answered. This process of continuous experimentation allows data analytics projects to uncover insights, adapt strategies, and drive more effective decision-making.
Moving from HIPPO to data-driven decision-making
Decisions within organizations are often influenced by the “HIPPO” (the highest-paid person’s opinion). Yet this project reminded me of the importance of grounding decisions in data—both qualitative and quantitative. When business value is tied to data rather than individual directives, it builds a stronger foundation for understanding why we do what we do and for whom. This lesson has huge potential for value-driven product development that truly satisfies both users and product teams.
Final Thoughts
This project wasn’t just a technical success—it was a personal transformation. It reinforced the impact a business analysis mindset can have in aligning technical initiatives with broader strategic goals. By focusing on empowerment, scalability, and value-driven decision-making, business analysis professionals can break through the limitations of strict technical roles and create meaningful, lasting change.For anyone reading this, I encourage you to lean into your unique perspective. Recognize that your ability to connect technical solutions with organizational priorities isn't just a skill but a unique superpower. By integrating analytical practices with strategic thinking, you can amplify the impact of your work.
And one final takeaway? Every project is an opportunity to learn, grow, and think bigger. What will your next project teach you?
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About the Author

Line is a CBAP with 18 years of business analysis and product owner experience working with internal development organizations in large, old, and complex companies. Over the past couple of years, she has increasingly applied visual thinking. This has had a significant impact on how Line communicates and processes information.