Now that you see that business analysis is about enabling a change, and that you can do it by identifying stakeholders who are a part of the change, fulfilling their desires and steering the way to change, let’s transform how you describe those you’re changing.
Perhaps instead of talking about customers, stakeholders and users, we could call them your “beneficiaries” instead.
Where are your beneficiaries?
How will they benefit by changing?
Are they willing to change?
What is their narrative about the change?
This isn’t the employee-manager relationship of instruction and compliance. And it’s not the organisational politics of power and coercion.
It’s the coachee-coach relationship of trust and acceptance and participation.
If you had the chance to show them, what would they see?
If you had a chance to see, what would you like to be shown?