This document discusses techniques for transforming a business analysis practice through evangelism and change management. It provides six approaches to evangelism: show the promised land, spread the word, look for agnostics not atheists, have a transformative vision, stack the deck for early wins, and assess and adapt. It also identifies common obstacles to change like addiction to the status quo and change fatigue. The overall message is that transforming a practice requires inspiring people with an urgent need for change through early successes and adapting to resistance.

1. Michael Roy
Requirements Practitioner/Coach
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transforming the business analysis practice – v0.0.10

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 Learn different evangelism techniques to make
changes in the business analysis practice stick
 Learn better change management techniques to
apply when transforming the business analysis practice
 Learn how to conquer change obstacles using a
blend of evangelism and change management
techniques

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Michael Roy is an experienced requirements
professional. For more than 25 years, he has worked in
the business analysis practice at both a tactical and
strategic level including the build and implementation
of transformation programs.
Michael has worked at multiple Fortune 500 companies
on change initiatives aimed at improvements to the
business analysis practice.

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You direct or support organizational initiatives to
change the business analysis practice

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Procedures Techniques Templates
Governance/
Rules

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Training
Pilot
Projects
Go Live
Date
Roadmap

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 We focus on building a better mousetrap and fail to
understand why people would not want to use it

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 Adoption relies on governance instead of winning hearts
and minds both in and outside the business analysis
community

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 We underestimate the forces of resistance

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 We underestimate the attraction of the status quo

17.  A sense of urgency gets replaced by performance
monitoring and status reporting
 Promised organizational buy-in fails to materialize
 Results take longer than expected to arrive
Newer and brighter initiatives divert attention and
resources elsewhere
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The Greek word εὐαγγέλιον (latinized to Evangelium) originally
meant a reward given to the messenger for good news (εὔ =
"good", ἀγγέλλω = "I bring a message“)

21. © 2015 Oxford University Press
1. The spreading of the Christian gospel by public preaching or
personal witness
2. Zealous advocacy or support of a particular cause
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© 1992, Guy Kawasaki, Selling the Dream
“Evangelism is the process of selling a dream”
“Selling a dream means transforming a vision – that is, an insight
that is not yet perceptible to most people -- into a cause and
getting people to share that cause”

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Malcolm Gladwell

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Description#1 - Show the Promised Land

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Why ?#1 - Show the Promised Land
Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take
Action (2009)

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How#1 - Show the Promised Land
Simple but direct messaging
Visualization that inspires
Communication before, during, and after

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#1 - Show the Promised Land
Passion and enthusiasm
Supportive
Open to feedback

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Description#2 – Spread the Word

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Why ?#2 – Spread the Word
Austin Powers, The Spy Who Shagged Me (1999)

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How ?#2 – Spread the Word
Knowing your community
Anytime, Anywhere, During Work, After Work
Formal Channels, Social Media

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Description#3 – Look for Agnostics, not Atheists

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Why ?#3 – Look for Agnostics, not Atheists

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How ?#3 – Look for Agnostics, not Atheists
Segmenting the target audience
Understanding the needs of the unconverted
Showing how the change(s) align with their needs

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42. © 2015 Oxford University Press
1. The management of change and development within a business or
similar organization.
2. The controlled identification and implementation of required changes
within a computer system.
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Description#4 – Transformation Needs a Transformative Vision
More than platitudes
More than “better requirements” in the
context of SDLC
More than direction, aspirational, it must
motivate

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Why ?#4 – Transformation Needs a Transformative Vision
Warren G. Bennis, On Becoming a Leader (2007)
Peter Senge

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Example#4 – Transformation Needs a Transformative Vision

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How ?#4 – Transformation Needs a Transformative Vision
Incorporating simplicity, directness, and clarity
Building the vision with business participation
Validating the vision from top to bottom

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Description#5 – Stack the Deck

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Why ?#5 – Stack the Deck
David Pottruck, 2014

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How ?#5 – Stack the Deck
Identifying low-hanging fruit optimal for small wins
Selecting high-performance individuals to pilot change
Choosing initiatives with cross-department visibility

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Description#6 – Assess and Adapt

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Why ?#6 – Assess and Adapt

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Why ?#6 – Assess and Adapt

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Why ?#6 – Assess and Adapt
Albert Einstein

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How ?#6 – Assess and Adapt
Continual checking of change success & failure
Reassessing change applicability and suitability
Utilizing scheduled refreshes to the rollout plan

60. 1. Addiction to Status Quo (Complacency)
2. Naysayers/oracles of doom
3. Initial Setbacks
4. Partial Adoption
5. Communication Overload
6. Change Fatigue
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I Do Not Want
to Change
Change initiatives must inspire,
convey a sense of urgency, and
show why the status quo no
longer works

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I Do Not Want
to Change
It’s Not Going to
Work
Demonstrate that it does work
with early victories; stack the
deck

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I Do Not Want
to Change
It’s Not Working !
Assess and adapt; listen to
challenges and iterate change to
address variations

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I Do Not Want
to Change
Am I the Only One
following the script ?
Optimize adoption by targeting
the unconverted

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I Do Not Want
to Change
I’m tired of change
Recognize fatigue; inspire and
motivate using evangelism,
passion, fervor

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I am Buried by So
Many Messages
Keep the message as simple as
possible. Keep the message
consistent; leadership gives the
same message and reinforces
each other

67.  Promised organizational buy-in fails to materialize
 Results take longer than expected to arrive
 Adoption relies on governance instead of winning hearts
and minds in and outside the business analysis community
Complacency and resistance to change are underestimated
A sense of urgency gets replaced by performance
monitoring and status reporting
Newer and brighter initiatives divert attention and
resources elsewhere
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“Real men ask questions, they don't
spout out answers."
Guy Kawasaki

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 Learn better change management techniques to
apply when transforming the business analysis practice
 Learn different evangelism practices to make
changes in the business analysis practice stick
 Learn how to conquer obstacles to change using a
blend of change management techniques and
evangelism

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File Name: transforming the business analysis practice – v0.0.10
Last Changed: 2015-MAY-27