The document summarizes an IIBA presentation about a business analyst's journey in helping an organization transform to sustainability. It discusses the drivers of change toward sustainability, what constitutes a sustainable business, the analysis roadmap and techniques a BA can use. These include using the business model canvas to evaluate partnerships, activities, value propositions etc. and identifying elements of a business case like revenue drivers, cost management opportunities and risks of not transforming. The presentation provides an overview of how BAs can support organizations in evaluating and implementing sustainable business strategies and operations.

1. IIBA Presentation
Sept 2021
A BUSINESS ANALYST JOURNEY ON THE ORGANISATIONS TRANSFORMATION TO SUSTAINABILITY
James Barnes
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2. Agenda
1.Context & The Drivers of Change
2.What is a Sustainable Business
3. The Analysis Roadmap
• The Transformation to Sustainability of an Organisation
• The BA Value Journey & Techniques
4.Example Business Model Canvas
5.Elements of a Business Case
6.BA Techniques & Roles
7.Questions
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3. Context & The Drivers of Change
• The combined actions of a range of parties—that include
communities, consumers, employees, regulators,
corporations, and financial institutions—suggest there is
momentum toward sustainability
• Financial flows are being redirected toward sustainable
practices. Climate risk is Investment Risk
• Current estimates suggest that about 20-25% of all assets
under investment are now using some form of
“responsible” or “impact” criteria in their reporting of
sustainability
• The type of assets under investment are also increasing
implying change is happening across different industries.
• Even small to medium companies are looking at how they
can measure sustainability knowing their Brand and
Marketing can be enhanced
• Government Regulations are increasingly enforcing the
adoption of sustainable business practices.
• Growing worker expectations are pushing employers
toward sustainability. Particularly with the younger
generations. Corporate cultures are adapting to meet
employee attitudes.
• Customer preferences are tilting toward sustainable
products and services. From packaging to foods and
responsible service providers – Chobani is a good
example
• Positive actions of a company can bring about positive
societal and environmental change – Think Tesla and their
electric cars.
• Company examples are driving other companies to
rethink their models.
• From a BA perspective - IT and Digital innovation will
underpin a significant amount of change. We have skills
that can support transformation.
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4. What is Sustainable Business
• A sustainable business, is an enterprise that has minimal
negative impact or potentially a positive effect on the
global or local environment, community, society, or
economy. Wikipedia
What does this look like?
1. Inputs – sourcing responsibly
2. Conversion – Integrating technology innovation,
e.g. clean technology, digital enhancements with
business model innovation
3. Outputs – responsible products and who buys
them
4. Aware of all the stakeholders involved – no longer
enterprise centric only. A Sustainable business
model integrates all its stakeholders.
• Mind Set - The business rules, guidelines,
behavioural norms and vision.
• Technology innovation -Consider non-sustainability
data for measurement – eg Wasted / pollution
• Adopt measures such as ESG Environmental, Social
and Governance metrics . Which give investors a
more holistic view of a company’s operations,
including its investments in things like reducing its
environmental footprint.
• Business strategy and management disciplines
incorporate sustainable development into their
frameworks.
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5. The Background Journey
Investors
Regulations
Activists /
Customers
Desire for
Change
Corporate
Strategy
Business
operations
Strategy
Sustainable
Business
Business Analysis Techniques
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6. BA Techniques & Roles
Roles
• Strategic Enterprise Analyst
• Enterprise Architect
• IT Technical / Digital Analyst
• Data Analyst
• Business Intelligence Analyst
• Business Process Analyst
• Test Analysts
• Change Analyst
BABOK Topics & Techniques
• BABOK
• Strategy Analysis
• Decision Analysis
• Business Planning & Monitoring
• Organizational Modelling
• User Journeys
• Financial Analysis
• Interface Analysis
• Reviews
• Solution Evaluation
• Scenario Analysis
• Uncertainty Models
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7. Business Model Canvas
Key Partnerships Key Activities Value Propositions Customer Relationships Customer Segment
• Who do we want
to partner with
• Who will be key
suppliers
• How will we
conduct business
with partners &
suppliers
• What do we need
to do
• What is value
add or not
• What do we need to do to identify value
and solve customer problems/expectations
• What do we do to engage our employees
• What value can we provide each customer
segment
• What sort of
relationships do
we want
• How will we
maintain these
relationships
• What's the current
customer profile
• Which new
segments can we
identify
• What product
differentiation for
each customer
segment
Key Resources Channels
• What resources
and organisational
capability will we
need
• How do we meet
our customers
• How do we deliver
services/goods
Cost Structure Revenue Streams
• What will be the revised cost structure
• What costs will be beneficial – eg; efficiency drivers
• What will the impacts to our current revenue be
• Will there be new revenue streams
Social Impacts Environmental Impacts
• What are the social impacts & how will we measure them
• Are the impacts positive/neutral/negative
• What are the impacts on the network of stakeholders –
employees/suppliers/customers
• Identify the effects on the environment, ecology & natural
resources of our business model if any
• What are the risks we need to identify
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8. Business Case Elements
• Companies need to find the sweet spot
where their business strategies allow
them to both “do well” and “do good”.
• Its important to hold a very productive
tension between the driver to make
money and the driver to be sustainable
• Create an iterative business model to
adapt
• Keeping ahead of the competition – what
is the completion – who are the
competition?
• Protect Brand Reputation – benefits/costs
• Greater Employee Engagement
• Greater Investment from Institutions &
Lending Criteria for banks
• Revenue Drivers
• Gain Market Share
• Different Customer Segments
• Possible to charge a premium
• Cost Management
• Renewables
• Conversion Costs
• Leveraging external stakeholders
• Waste reduction etc
• External Costs of noncompliance
• The Risks & Costs of not doing anything
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9. Acknowledgements
• Harvard University
• Deloittes
• IMD Switzerland
• BABOK
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10. Questions
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11. Contact
James Barnes CPA FGIA – Founder of SmartBA
Ph: 04222 80404
jamesbarnes@smartba.com.au
www.Smartba.com.au
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