He began with a metaphor that stuck with me: “The best time to prepare for the rainy season is not when the clouds have already gathered. And the best time to strategize for war is not in the middle of battle.” To drive the point home, he shared the story of a group of lepers who, upon hearing that war was coming, chose to remain at the city gates. They assumed help would come when the war arrived. But they forgot that in war, no one is safe, and they were the least equipped to escape.

That story became the foundation of our discussion. If you want to thrive in any season of life, especially the hard ones, you must prepare for them in advance, during your high-energy, clear-headed moments.

The Rhythm of Life

Egbon described life as a series of sinusoidal waves, ups and downs, that vary in frequency and intensity. Sometimes the highs and lows come quickly; other times, they’re spaced out, giving you time to breathe. But whether they’re gentle ripples or crashing tsunamis, the lows always come. And burnout is one of the most common and sneaky lows.

Burnout doesn’t always announce itself with dramatic flair. Sometimes it’s a slow fade — a lingering disinterest, mental fatigue, or a quiet melancholy. Other times, it hits like a wall, stopping you in your tracks. And when it does, the worst thing you can do is try to bulldoze through it.

The Trap of Productivity Guilt

We all know the feeling. You’ve got plans. Goals. Deadlines. Then burnout strikes. You tell yourself you can’t afford to stop now. So you push harder, trying to outwork the exhaustion. Sometimes it works. But more often than not, it leaves you even more depleted.

Egbon asked me a question that lingered: “If you can’t charge through it, outwork it, or get stuff done while going through it, how do you handle it without pausing your life and battling productivity guilt?”

How to Prepare for Burnout During Your Uptimes

The short answer? You prepare for it before it comes. His answer was simple but profound: prepare systems during your uptimes that support you during your downtimes. Create systems that help you when your energy dips.

Here are the three practical strategies Egbon shared — ones he’s used personally and seen work for others.

1. Institutionalize Your Relationships

This isn’t about your everyday friendships where you chat, gist, or hang out whenever the mood strikes. This is about intentional, scheduled connections. Think monthly meetups, bi-weekly calls, or regular check-ins that are non-negotiable.

Why does this matter?

Burnout often comes with a strong urge to isolate. With casual friends, it’s easy to go silent for weeks, and no one bats an eye. But with institutionalized relationships, your absence is noticed. If you miss a scheduled engagement, your people know something’s up, and they reach out.

That’s the point. You build a safety net that catches you when you’re slipping.

2. Build Background Systems

Think of burnout like a car with a dead battery. No matter how much fuel you have, the car won’t start unless you jump it. Your booster units — the systems you build during your energetic days — are what help you jumpstart yourself when you’re down.

These systems could be:

• A weekly gardening routine
• A Tuesday cooking experiment
• A DIY home repair habit
• A low-effort reading schedule
• A blog or creative outlet you maintain regularly

The key? These activities must be statutory; they should run like clockwork during your uptimes so they’re easy to fall back on during downtimes.

3. Create Endorphin Pockets

Burnout drains your motivation. To recharge it, you need small wins — tiny bursts of joy and accomplishment that release endorphins and remind you that you’re still capable.

These could be:

• Passion projects at work
• A pet you care for
• Art, music, or journaling
• Volunteering or mentoring

Whatever it is, make sure it’s something that brings you joy and is easy to engage with even when you’re not at your best.

Final Thoughts

My conversation with Egbon reminded me that burnout is inevitable. But suffering through it without a plan doesn’t have to be. The secret is to prepare during your sunshine days, when your energy is high and your mind is clear. Build systems, nurture intentional relationships, and create pockets of joy that will carry you through the storm.

So that when the war comes, as it always will, you’ll be ready.

I recently found myself at that exact crossroad. I’ve built a decent body of work, contributed meaningfully in several roles, and picked up valuable experience across functions. But even with all of that, I couldn’t shake the feeling that something was missing. There was this quiet, persistent urge to prove to myself that I’m not a fluke — that my progress wasn’t accidental.

That’s when I reached out to someone pivotal in my professional journey: Eniola Boluogun, my former line manager at AXA.

Eniola is more than a great boss — he’s a thoughtful leader, a great listener, and someone who’s walked this road himself. A mentor who has always looked out for me and is always ready to help whenever I reach out. Our conversation turned into one of the most honest and enlightening discussions I’ve had in a while.

This article captures the essence of that conversation — one that every professional who’s ever felt stuck, ambitious, or at a pivot point will relate to.
…

The Tension Between Where You Are and Where You Want to Be

I opened the conversation by sharing my concerns. Despite having a good role, I was beginning to feel the edges of stagnation. I feared that if I stayed passive, I might get overlooked. But I was also cautious — was I being impatient? Was it too soon to consider new opportunities?

Eniola reassured me: this feeling is normal, especially for people who are driven and reflective. The key is not to let that feeling paralyze you, but to turn it into a catalyst for intentional action.

The Value of Where You Are — Even If You Want More

One of the first things Eniola emphasized was the value of AXA as a company.

“Don’t underestimate what you’re learning here. The exposure, structure, and systems at AXA are preparing you for the bigger stages you aspire to stand on.”

His own time at AXA, he shared, was foundational to his success in the UK. It gave him the kind of multidisciplinary exposure — projects, Agile, digital transformation — that made him a standout in later roles.

This reminded me to take stock of the skills and credibility I’ve already built, especially through my experience in the Business Transformation team, working on Products and Projects as a Business Analyst, and technology-driven projects.

Visibility Isn’t Vanity — It’s Strategy

Eniola made a point that really stuck with me: Don’t just be competent — be seen being competent.

It’s easy to assume that hard work will automatically lead to recognition. But in reality, visibility is a muscle you must build. Whether through internal newsletters, demos, team reviews, or simply volunteering for cross-functional initiatives, your work has to be seen to be rewarded.

He also encouraged me to build intentional relationships with influential leaders across the organisation — people who have the power to open doors or recommend you for the next big opportunity.

Looking Beyond: When and How to Explore External Opportunities

While we discussed growth within AXA, we didn’t ignore the possibility of exploring roles outside.

Eniola’s advice here was clear: be open, but be strategic.

Not all external opportunities are created equal. He cautioned against jumping into chaotic startups, especially now that I have family responsibilities. Instead, he recommended “scale-ups” — companies that offer innovation, stability, and room for real growth.

The goal, he explained, is not just more money — it’s finding work that challenges you, stretches you, and positions you for the next phase of your journey.

“Sometimes, it’s not a matter of capability — it’s about presentation, timing, and storytelling,” he said.

Courageous Conversations: Tell Your Manager What You Want

One of the most practical pieces of advice Eniola gave me was to have a candid conversation with my current manager. Not just about tasks, but about career aspirations, development goals, and future plans.

“Don’t wait for the perfect moment,” he said. “Be honest about where you want to be, and ask how your current environment can support that.”

You’re Not a Fluke — You’re Just Unfolding

Our conversation ended on a deeply affirming note. Eniola reminded me that the very fact that I was asking these questions meant I was already on the right path.

“You’re not a fluke, Victor. You’re equipped. You’ve put in the work. Now it’s time to own your story and step into what’s next.”

That hit home for me. And if you’ve read this far, maybe you needed to hear that too.

You’re Not a Fluke: A Candid Conversation About Career Growth, Clarity, and Confidence. was originally published in Lotus Fruit on Medium, where people are continuing the conversation by highlighting and responding to this story.

Everyone starts somewhere. And sometimes, what makes all the difference at the beginning of a career is not just another course, but a conversation.

Recently, I had a one-on-one mentorship session on ADPList with Yinus Hamid Adeiza, a 400-level Agric Engineering student from OAU who is actively transitioning into the world of Data. He’s been putting in the work — completing online courses, learning tools like SQL, Power BI, and Python. But like many beginners in this space, Yunus found himself at a familiar crossroad: I’ve learned a lot… but now what? How do I turn all of this into a career?

This is a question I am frequently asked. And I’m always happy to answer it, because I know how overwhelming the early stages can be. Our conversation turned out to be a powerful exchange, full of practical advice, honest reflection, and actionable steps that could help any aspiring analyst or data scientist get unstuck and start building real momentum.
…

The Challenge: From Learning to Doing.

Our conversation began with some context. Yunus shared his learning journey — how he had taken multiple Udemy courses, developed a working knowledge of SQL, Power BI, and Python, and explored platforms like Kaggle. His goal? To become a Data scientist with a strong portfolio.

But while his learning journey was impressive, there was one major gap: he hadn’t yet applied his knowledge in a real, structured way.

And that’s where the breakthrough needed to happen.

Tool Proficiency vs. Real-World Application

As we began to dig into his skillset, I gave him honest feedback: yes, knowing Python, SQL, and Power BI is great, but many people stop there. The real value lies in how you apply those tools to solve business problems.

Then I said something that surprised him: You’re underrating Excel. Go back to learn Excel.

Many entry-level analysts think Excel is outdated, but in many business environments, it remains foundational. I explained how in many data roles, about 70% of your day-to-day work could still revolve around Excel, especially in industries like finance, healthcare, operations, or insurance.

But more importantly, I emphasized that understanding the business context — what the data means, why it matters, and how it connects to decision-making — is far more important than simply learning a new tool, library or command.

Build, Don’t Just Learn

Yunus was honest: he hadn’t yet done a full end-to-end project. Like many beginners, he was caught in what I call the “learning loop” — consuming learning content without creating anything or being productive with it.

So I gave him this challenge:

“You need to build something real — something that shows you understand the problem, how to explore the data, how to generate insights, and how to tell a story.”

I shared a step-by-step framework for starting a data analytics project. The goal is to complete end-to-end projects that mirror real-world business scenarios. These projects will form the foundation of a compelling portfolio.

Here’s the approach I recommended:

1. Choose a Relatable Business Domain
   Select an industry or area you’re interested in, such as Sales, Finance, or Healthcare. Choosing a familiar or relevant domain helps you understand the business context better.
2. Frame a Business Problem
   Clearly define a real business challenge you want to explore. For example: Why are customer orders declining in Q2?. This gives your project purpose and direction.
3. Source and Ingest Data
   Use publicly available datasets from platforms like Kaggle, Data.gov, or other open data sources. Clean and prepare the data for analysis.
4. Analyze the Data
   Apply tools like SQL or Python to explore, manipulate, and derive insights from the dataset. Focus on identifying trends, anomalies, and correlations that speak to your business question.
5. Visualize the Findings
   Use Power BI (or Tableau/Excel) to present the insights visually. Create dashboards or reports that are intuitive and informative for business stakeholders.
6. Create a Case Study
   Document the entire process in a structured format. Your case study should include:

• The Business Challenge: What was the problem you were trying to solve?
• The Data Approach: What tools and methods did you use to analyze the data?
• The Insights: What did the analysis reveal?
• The Recommendations: What actions would you suggest based on the insights?

This format not only demonstrates your technical ability but also your critical thinking, storytelling, and business acumen — the exact skills employers are looking for.
…

At this stage, Yunus had a clearer understanding of how to approach real-world business problems and structure them into compelling case studies. From choosing a relatable domain to breaking down challenges and insights, he now had a solid foundation for building meaningful data projects.

But knowing how to build a case study is just the beginning.

In Part Two, we dive deeper into how to bring these projects to life through a well-organized portfolio and why that matters. I’ll also share final takeaways from our session that can help any beginner navigate the data analytics space with clarity and confidence.

Let’s turn those insights into impact.

…

About my mentorship programme

Hi, I’m Victor Ndukwe — a mentor on ADPList.

If you’re seeking clarity, direction, or a sounding board, I offer free 30-minute mentorship sessions where we can connect on topics like:

• Business Development & Strategy
• Career Clarity & Growth
• Business Analysis & Digital Strategy
• Product Thinking
• Music Promotion & Creative Strategy

Whether you need a fresh perspective, practical advice, or help navigating your next steps, feel free to look me up on ADPList and book a session. I’m always happy to support passionate professionals and creatives.

Breaking Into Data Analytics: How One Mentorship Conversation Sparked Real Momentum — Part One. was originally published in The Startup on Medium, where people are continuing the conversation by highlighting and responding to this story.

It’s 5:43 a.m in Okeafa. The morning is still dawning, but bright enough to see through the distance. I’m bent over on the couch on my balcony, lacing my ash-coloured Reebok shoes with Kendrick Lamar’s Man at the Garden blasting from my headset as I’m preparing to run.

For context, I am 30-plus doing a 9 to 5 job. This means I have a cranky knee and a back that hurts from a bad sitting posture at work and a sedentary lifestyle.

All these and more are the reasons I decided to take my fitness journey seriously.

For me, I’m interested in building a habit rather than having a body goal, cos I know the latter comes with the former.

So for the past 30 days, I’ve been running consistently every other morning and here are the lessons I’ve learnt from putting my feet on the ground in quick pace:

Firstly, know why you started.

It’s important you are reminded daily of your objectives till it becomes a habit.

In addition to the reasons I highlighted in the opening of this post, I am a married man that is obligated to put up a good showing in the other room always. I’ve created a good impression so far, but I need it to last. This is not an ad, but you get the point.

Fitness builds your endurance, gives you strength and keeps you standing.

Also, I romanticize the idea of being a Zaddy — looking young, trimmed and young — when I’m 60 plus. I love me a fit stature so I can still engage in football — my favourite sport. I want to ball till I pass and since I learnt from a health session that keeping my heart healthy through cardio is a way to ensure longevity, I have taken it very serious.

I’m waking up at 6a.m… 6 miles a day, conditioning my wind, I said I deserve it all.

Running is a personal race.

I intended that pun.

While running, you see others doing the same. Others are either running ahead of or behind you, what you owe them when you’re caught up with them is to clap twice and keep it moving. No one is stopping to ask how far you've run, or how long you've run for. It’s a personal race and I don’t care for others, except when I have to help a fainting runner.

Even when you’re running with a group or part of a fitness community, the shared motivation can only last for a while, sustaining momentum is still on you.

Run till it becomes a habit.

You already know that consistency matters most in any endeavour. I’m here to reiterate it.

While I’ve not been the most consistent with running every day, I make sure to do a fitness activity daily. My goal is to get to a point where waking up to run, walk or jog comes naturally to me like eating and breathing.

I’m not there yet, but on some days that I don’t run, I feel uneasy till I do an activity to get my heart pumping.

What I’m saying is; this is one of the activities where your motivation or discipline will wane over time, so you want to ensure there are systems in place to keep you going.

On days, you can’t step out cos it’s raining, or you are out of town, can you run in your room, skip or take a long walk. The goal is to keep it going till you can’t go a day without it.

Running helps me pray.

I am a Christian, and I believe God is with me everywhere and in any activity I’m engaged in. So when I’m running, the one that runs it all runs with me.

And it’s a good time to tell him about my day, my life, my wife, my friends, my family, my job, my business and everything I care about. I hand over to him and ask him to help keep things running smoothly.

This helps me to achieve my spiritual goal of improving my prayer life. So on days when the urge to lay on my bed gets stronger than my fitness goals, I am reminded that God is waiting to run with me, so I get up and don’t keep him waiting.

Fun fact: it doesn’t always work. I’m sorry, Lord!

Lastly, running keeps me sane.

I have an active mind and a super busy life. There’s a demanding job that requires me to be mentally present every minute at work. I have businesses that I am growing, personal development and duties on the home front.

Juggling all these makes me at risk of being overwhelmed and burnt out.

Since I started running, I mentally plan my day on the treadmill, clearly mapping out the activities for the day and once I’m done, I translate it to my to-do list with ease, thereby freeing up my mind.

This is easy to do because of how I run, I could jog for 15 minutes while outlining my to-do list up there, sprint for 2 minutes, walk and pray for 10 minutes, and repeat.

Another fun fact: I planned this post while running this morning.

…

I am seeing changes already. I’ve inspired my wife to up her fitness game, but mama don give up, lol. Less back pain, reduced knee ache, endurance on the ‘field of play’ and if these are the only dividend I get for waking up early to condition my wind, it is enough.

And I hope to continue showing up on the mills, on the streets, one day at a time, till my hips don’t hop any more.

They still move you forward.

It’s 8 pm in Okeafa. The national grid has fallen again. About the third time this week and the weather is hotter than lagos beaches during summer.

…

I’m sitting in a corner of my parlour close to the door to get air, my phone in one hand and the TV remote in the other.

Olamma is learning how to walk.

She’s been practicing how to walk since she turned 9 months in October.

I’m watching as she takes two, three, four steps before falling or going back to crawling again. Her steps are tiny and wobbly.

…

My wife and I get excited and cheer whenever she completes a move. She’s excited too and smiles back at us in a way that shows she’s proud of herself, she even claps sometimes.

It’s beautiful to see. Your cute little baby that was born yesterday can now move around and is actively putting in the work to be just like you — up and running.

…

Life is in stages!

But the issue is we don’t allow ourselves to be appraised by the metrics of each stage.

We worry about how we are not doing well enough and miss out on the progress we should be celebrating.

Exactly how you can celebrate a baby for walking — a commonplace activity with adults — is how you should celebrate yourself for reaching a milestone in your life, regardless of how trivial you or anyone thinks it is.

Baby steps are called so because your moves are expected to be wobbly, you’re to fall countless times like our ‘national grid’ and go back to walking again, you’re not expected to be perfect at it.

Baby steps still move you forward!

A child gives their all to see themselves move with their two legs. While this may be pretty easy for you as an adult, it takes a whole lot from them, but they never stop trying regardless of how many times they fall. The same way you should block out the noise pointing you to the pace of your growth, your progress and focus on one thing — continuous improvement.

…

Today, take tiny wobbly baby steps towards action. You can make so much progress in one year by doing a few small things consistently than in 29 years of overthinking and massive to-do lists.

Remember, before the boss trips na the baby steps, take your time.

From Gladiator to the Boardroom: Adding Flair to Your Work

In a bid to relax and rest from a hectic work week — this past weekend, I embarked on a journey to ancient Rome with Ridley Scott’s masterpiece, Gladiator. And let me tell you, it was more than just a movie night; it was a masterclass in professional excellence.

Gladiator isn’t your typical historical epic. Sure, the clash of steel and the roar of the Colosseum crowd are thrilling, but beneath the surface lies a timeless message for anyone entering the professional arena — especially professionals like ourselves.

In this film, we see Maximus Decimus Meridius, the legendary Roman general, reduced to a gladiator, forced to fight for his survival. Maximus’ journey, however, is more than just a fight for freedom; it’s a compelling narrative about excellence, perseverance, and the power to go beyond the call of duty.

This movie was one of the best 2 hours of my weekend, trailing behind the time spent with my family. I truly enjoyed the storyline and the acting, but what truly resonated were the lessons that can help any young professional navigate the corporate battlefield.

So in this article, I will be sharing with you lessons gleaned from the movie:

Find your purpose.

What truly ignited Maximus wasn’t just survival, but the burning desire to return to his family. This purpose fuelled his determination.

We can sometimes get lost in the daily grind. Find your purpose, that driving force that motivates you to give your best, to get out of your bed. Find your Why. It could be a passion for a particular aspect of your field, a desire to make a positive impact, or the ambition to climb the corporate ladder.

Having a purpose keeps you focused, energized, and invested in your work.

Skill is only the starting point.

Maximus was a brilliant military tactician, but skill alone wasn’t enough in the gladiatorial arena. He had to adapt, to learn new ways to fight. The same applies in today’s job market. Technical skills are essential, but the professional landscape is constantly evolving.

Be adaptable, take the initiative to broaden your skill set, and never stop learning.

The Relevance in the Workplace

In today’s competitive job market, a strong skill set is a prerequisite. Young professionals are hired for their competence. However, excelling requires more than just fulfilling basic duties. Just like in the gladiatorial arena, standing out requires one to go beyond the bare minimum. Here’s how young professionals can emulate Maximus’ transformation:

• Become a Master of Your Craft: Maximus didn’t rest on his past victories; he honed his skills in the arena. You should continuously seek improvement. Take online courses, attend workshops, and actively seek mentorship to refine your expertise.
• Think Creatively: Maximus didn’t fight conventionally. He used his strategic mind to develop a unique fighting style, incorporating entertainment into his combat. Think outside the box. Propose innovative solutions, suggest new approaches, and don’t be afraid to challenge the status quo.
• Develop Soft Skills: Maximus wasn’t just a skilled fighter; he was a leader who inspired his fellow gladiators. Strong communication, teamwork, and interpersonal skills are essential in today's workplace. Build rapport with colleagues, learn to delegate effectively, and become someone who motivates others.

The Power of Performance.

Early in the film, Maximus is a brilliant strategist, leading the Roman army to victory. But when forced into gladiatorial combat, a new dimension is introduced. Proxima, the shrewd impresario, recognizes the need for more than just skill. He tells Maximus, You’re good, but not that good. You should be magnificent… I wasn’t the best because I killed quickly, I was the best because the crowd loved me. Win the crowd and you’ll win your freedom

This is a crucial turning point. Maximus, the soldier, transforms into Maximus, the entertainer. He understands that while competence is the foundation, success hinges on exceeding expectations. He understood the power of captivating the audience.

In today’s professional world, excelling at your job is just half the battle. You also need to be able to effectively communicate your ideas, showcase your accomplishments, and leave a lasting impression. Develop strong communication skills, both written and verbal.

Learn to present your ideas persuasively and with confidence. Remember, sometimes it’s not just what you do, but how you do it, that gets noticed and rewarded.

Leadership is earned, Not given.

Maximus wasn’t just a skilled gladiator; he was a natural leader. He inspired his fellow gladiators, turning them from a ragtag group into a cohesive unit. Even amidst the brutality of the arena, he commanded respect and loyalty.

Young professionals often aspire to leadership positions. But leadership isn’t a title bestowed upon you; it’s earned through your actions. Take initiative, mentor your colleagues, and demonstrate the qualities that inspire others to follow you. True leadership is about empowering those around you in achieving a common goal.

Remember Your Humanity: The Mark of a Champion

Despite the violence and vengeance that surrounded him, Maximus never lost sight of his humanity. He showed compassion for his fellow gladiators, respect for his opponents, and unwavering love for his family.

The professional world can be tough. But don’t lose sight of your humanity in the pursuit of success. Treat your colleagues with respect, maintain a healthy work-life balance, and remember the importance of empathy and emotional intelligence.

Beyond the Arena: A Legacy of Excellence

Maximus’ journey in Gladiator transcends mere entertainment. It’s a testament to the human spirit’s ability to rise above adversity and the power of pursuing excellence in everything we do. Young professionals entering the workforce today can learn valuable lessons from this cinematic masterpiece.

By embracing these lessons — understanding your audience, taking initiative, fostering collaboration, and pursuing your passion — you can transform from a competent professional into an invaluable asset, leaving a lasting impression on your workplace, much like Maximus did in the arena.

Remember, success isn’t just about showing up and doing your job. It’s about captivating your audience, inspiring your colleagues, and leaving a legacy of excellence.

Gladiator is more than a movie; it’s a call to action. By applying the lessons learned from Maximus, you can transform yourself from a novice into a champion, leaving your mark on the professional arena and forging a legacy of excellence.

Beyond the Arena: Lessons from Gladiator for Young Professionals. was originally published in Lotus Fruit on Medium, where people are continuing the conversation by highlighting and responding to this story.

Here goes the end of the trilogy, the final part of our series — from vision to value. Sadly, this beautiful series ends here, but not to worry, there will be other insightful articles coming up.

If you missed the first two parts, where we talked about process improvement, business requirements and knowing the vision of your project, you can catch up here and here.

For this part, we’re going to be focused on am important aspect of the journey from vision to value — value measurement. How do you measure the success of your transformation efforts?

That’s the question we seek to answer in this article. Without further ado, let’s dive right in!

Introduction

You must have heard the saying, what you measure is what you get. The goal for any business transformation initiative is to achieve its objective and ultimately deliver on its promise — adding value to the clients and users and the organization as a whole.

But see, delivering value can sometimes be a bit of a nebulous concept, especially when we talk about value in a non-tangible sense, such as reputation. So in order for you to understand if you’re scoring goals and delivering on your promise with stakeholders, you need some goal posts.

This is where critical success factors (CSFs) and key performance indicators (KPIs), come in. Let’s call these transformation performance objectives. They help you draw the pitch, the scoring lines, and the goalposts, and determine if you are achieving these objectives just on track or perhaps underperforming on your promise.

What I have learned as a business analyst is that as much as projects need a strong strategic vision and a solid promise to move people to action, we also need metrics and performance indicators connected to the vision as this gives us the actual proof that we are scoring and delivering value.

So first, let’s pause and get on the same page about CSFs and KPIs. CSFs or critical success factors are vital elements for business transformation. They’re derived from the project’s mission and objectives. Achieving these factors means that you are successful. KPIs or key performance indicators are measurements that help us understand how well we are progressing towards our goals and our promise. They also need to be smart(specific, measurable, attainable, relevant, and time bound).

These terms are sometimes used interchangeably, but that’s wrong. They’re actually very different, but they’re also linked. Let me show you. Let’s look at an example such as delivering any project successfully.

So here are the five typical critical success factors:

• Clear project objective,
• executive support for the initiative,
• stakeholder involvement,
• project management expertise,
• and stakeholder buy-in.

Once we have the critical success factors, you use them to define specific KPIs. These are data points that enable a project or an organization to decide whether CSFs have been met. For our project example, this will be things like the:

- percentage of employees who clearly get the project objective,
- number of executives supporting the transformation,
- percentage of stakeholders dedicated to the project initiative,
- percentage of employees dedicated to their initiative with project management skills,
- percentage of stakeholders who support the transformation.

Now you know the process and the steps involved, you can help develop your project’s critical success factors and KPIs. And why are we doing any of this? To demonstrate clearly that the business transformation is delivering value.

So define your CSFs. Use your KPIs. You measure that it’s working. You measure that it’s progressing. And you measure that the organization is truly transforming.

Now that we understand how Critical success factors and Key performance indicators come together to give us an idea of our project’s success, we then look at another important tool for measuring project success.

Balanced business scorecard for performance management

Various performance frameworks have been developed to help entities focus on the factors that drive successful attainment of goals and corresponding performance measures. One such framework is the balanced scorecard, developed by Robert Kaplan and David Norton.

The balanced scorecard provides a set of performance measures that reflect an entity’s goals and strategies. The framework includes measures from four perspectives.

1. Financial. How do we create value for our shareholders?

2. Customer. What do new and existing customers value from us?

3. Internal operations. What processes must we excel at to achieve our financial and customer objectives?

4. Innovation and improvement activities. How can we continue to improve and create value?

The balanced scorecard framework implies that traditional financial performance measures are inadequate to capture the entire performance of the entity alone. There is a need to include both short-term and long-term measures, as well as financial and non-financial measures.

Now, the idea of the card is that we need to present measures to gauge how well we are tracking, but if we only focus on, let’s say, the operational side, and we measure turnover, time, and defects, we may not understand the customer’s needs and wants. Equally, if we’re focused on customers only, the resulting measures may not give us much in terms of internal capability, learning and growth. So with the balance business scorecard, you create a view with a balance presentation of financial, operational, customer, and innovation measures.

Now that we know what a balanced business scorecard is, let’s see how we can use one. Let’s take a HR tech implementation as an example. You’re working as part of a team to implement a new HR tech, something similar to Workday.

There’s an outdated HR system, so your team is responsible for scoping the new tech and building the requirements. Imagine you are already assigned to the project to start requirement elicitation.

Before we start, we need to know what we’re solving for and how well we need to do. We need to draw our goalposts. So to recap the four areas or legs that we need to look at. They are financial, operational, customer, and innovation. So finance leg, let’s say the financial goal for the project is for HR to be achieving cost efficiency. The goal of the system is to reduce costs and improve return on investment. And here we start to add the actual measures, things such as HR expense per employee, and HR expense as a percentage of the overall organizational expenses. Let’s look at operational.

So, again, here we look at the internal business processes side. The goal for our example project is to improve the employee experience and HR process efficiency, removing roadblocks, double handling, and the outdated processes. But what does this mean in measures? Well, it’s things like number of HR process issues per month and number of HR requests that have exceeded the service level agreement targets.

Next is customer. The main functions of a new HR tech are to meet customer needs more effectively and to increase customer satisfaction. For the example we’re working on, our customers are our internal employees. So what should we measure? Well, it’s things like internal employee satisfaction score, number of employee complaints for HR processes.

Lastly, innovation, or learning and growth, the employee’s ability to scale up knowledge and skills. Part of the project is to teach employees how to use the new HR system. So we are measuring things such as number of Workday tickets logged and number of closed Workday tickets.

So while the voice of the customer is important, this scorecard will help us to view performance in several areas simultaneously. That’s what makes it balanced, that’s what makes it great and that’s what makes it objective for you and for your stakeholders.

If you’re assigned to a business transformation initiative and there is no mention of this tool, then do one of your own. Show it to the team. Show them the benefits. Show them that the outcomes are directly correlated to the promise the business transformation will deliver. You will gain points not only with stakeholders but with your own product and delivery teams too, ensuring a balanced view, highlighting the most pressing challenges are front and center.

…..

Thanks for reading this far, I believe you now understand how to measure the success of you project efforts using the three tools we looked into — the Critical success factors, Key performance indicators and the balanced scorecards.

This isn’t goodbye, see you in the next medium post.

So you want to be a Business Analyst (BA)? Great! It’s a role that bridges the gap between the business world and the technical side of things. Are you okay with being the misunderstood hero, the valiant translator of grunts to glorious user stories? Do you understand what it takes to be a mediator, to look your CEO in the eye and say NO to their request?

It sounds like a daunting task, yeah?

But fear not, aspiring superstar, for there is an easier path, the path to becoming a truly terrible BA which does not require you to be this stressed but yet, is far more rewarding, as you will soon see!

Here’s your handbook to achieving spectacular mediocrity.

Never try to understand the why!

Out of all the things you can choose to understand, why why? The project has a vision, and so what? Why should you be bothered about that when there are so many other things you can be mediocre at.

The whys or vision for any project is for top-level management and should end in their top-level meetings, that is not why we are here!

True Stakeholders come around eventually.

Another great tip to edge closer to glorious ineptitude as a BA is to go around sourcing for stakeholders like you were shopping for groceries. They say it’s Stakeholder mapping. Come off it bro, you don’t need all that, true stakeholders that are meant to be on the project will find their way to you and if they don’t, they are never meant to be Stakeholders anyway.

The end user will be fine, who cares if he is frustrated, or we overengineer our features, all we care about as mediocre BAs is that there is a solution. Is it useful? None of your business!

Communication? Who Needs It?

When your Stakeholders finally come to you, you guys should be on a need-to-know basis, why communicate? Whose fault is it that they don’t know how to read minds or are technically challenged?

As a terrible BA, just work with the assumption that they already know what you want to say, so why waste everyone’s time on that meeting or shooting a mail, keep it going big man.

Those that are true stakeholders at heart will come around to understanding the project eventually. We have to separate real from fake.

Requirements? More Like Wishlists for Kids!

Forget about eliciting actual needs. Nobody is in need, that’s why they get paid. Why settle for the mundane when you can craft requirements that resemble a five-year-old’s Christmas list? Every feature must be included, regardless of practicality or budget. Does the user need a self-cleaning coffee mug warmer with built-in weather forecasting? Slam dunk! Remember, a good BA never questions, only amplifies the glorious chaos.

Documentation? Pfft, Who Reads That Stuff?

Who needs pesky things like flowcharts, user stories, or even the occasional BRD? True BAs rely on the power of telepathy. After all, meticulously documenting requirements is for control freaks and micromanagers.

Let the developers be delightfully surprised by the ever-evolving feature set!

Embrace the Art of the Disappearing Act!

Once requirements are “delivered” (read: vaguely mentioned in a hallway conversation), vanish like a magician! Emails requesting clarification? Ignored! Urgent meetings? “Sorry, double-booked with a football match!” Remember, a good BA cultivates an air of mystique.

Let the developers chase you down, begging for the wisdom you oh-so-casually withhold.

Become the Master of the Passive-Aggressive Sticky Note

Passive aggression is a BA’s secret weapon. Leave cryptic messages on developers’ desks like, “Just a friendly reminder that clarity is key ;)”. Master the art of the backhanded compliment: “Wow, that code is…interesting. Did you consider the unicorn integration?”

Remember, a good BA keeps developers perpetually on edge, never quite sure what masterpiece of misunderstanding awaits them.

Meetings? More Like Nap-Time Sessions!

Meetings are sacred. They are your opportunity to showcase your impressive ability to multitask. While someone drones on about user stories, catch up on the latest celebrity gossip or perfect your online poker skills. Remember, a good BA prioritizes personal productivity over things like project progress.

Meetings are a drag, gatherings of the feeble minds! So why not skip most of the details? Briefly touch on what the business needs, but leave plenty of room for interpretation. Think of it like a game of telephone — the more confusing the message gets by the time it reaches the developers, the better! Emails are okay, but keep them vague. After all, a little mystery never hurts anyone (except maybe the project deadline) and clear communication is the enemy of glorious ambiguity!

Never Admit You Don’t Know Something!

Feigning omniscience is a core BA skill. When a developer asks a clarifying question, respond with a vague generality or a historical anecdote about carrier pigeons. Remember, a good BA never reveals the cracks in their knowledge façade. Let the developers spend hours deciphering your riddles!

Don’t fix what is not broken.

Why are you sweating over improving a process that works just fine? What’s this fuss over improvement? Is it working, yes! Is it functional, big yes.

So why are you trying to do any more work on it. As a BA, your time at work is to be reading articles like this that gives you more insights on how to be mediocre. Not duplicating efforts in the name of process improvement or optimization.

Lastly, Change is constant.

I have told you before, and I’ll say it again, you do not need to get worked up over what the change management process will be like. If some way, somehow, you have managed to deploy your solution (the mediocre is silent), then no need to push for adoption.

The only constant thing is change, the users will change from their old ways and repent to using your new solution. It is God’s will that all man comes to repentance and to the knowledge of your solution, so don’t sweat it at all.

And like I said for stakeholders, it holds same for your end users, your true users will gravitate naturally towards your solution.

There are many more ways to achieve your lifelong dream of being mediocre, but by following these few simple guidelines, you’ll be well on your way to a destination of glorious ineptitude.

Remember, your goal is not to bridge the gap between business and development but to create a chasm so vast, that communication becomes an Olympic sport.

Embrace the chaos, revel in the ambiguity, and leave a trail of bewildered developers in your wake! Just don’t be surprised when your project goes over budget, over schedule, and ultimately resembles a flaming dumpster fire.

After all, isn’t that the true mark of a mediocre BA?

Welcome back to learning about how to move from envisioning business transformation to driving measurable value from your transformational efforts.

If you missed the first part, you can catch up here.

Previously, we looked into how, as a Business analyst, you should know the why of a transformation effort. In this guide's second part, we will dive into the world of process improvement and business requirements.

Without further ado, let’s dive right in.

Process Improvement.

What is the first thing that comes to mind when I say business transformation? Perhaps you’re thinking of business roles in the day-to-day operations of an organization or current as-is state versus a to-be solution. Or you’re thinking of business process maps and diagrams. And you’d be right for all of the above, especially business processes.

Process improvement can be further broken down into process analysis and process optimization.

Process analysis.

Understanding the business processes is vital when it comes to business transformation. If we want to understand how an organizational function operates, we look at the processes. If we want to understand if changes are possible in an organizational context, we need to understand the processes. How do you know what to look for? Where are the processes, and how do they get transformed? It’s equally important to understand the flow of the processes. The organizational context is all interconnected. If you pull one process out by itself, it’s almost like pulling a single puzzle piece out. But it’s the full picture that clearly shows the result. All the pieces put together are needed to form a picture to produce an outcome.

Next, build a visual representation of the processes, this is called process mapping. More times than not, in my experience, processes are contained in big documents with loads of text. Lift the information out, draw out the flow, and represent it simply as a process diagram. This will ensure that not only do you understand the flow, but it will immediately highlight areas of potential challenges and improvements plus, you’re able to summarize and update the process steps.

Now, if the processes are already drawn, investigate if they all follow the same format. You want to ensure standardization. After you are done with your process analysis, now, and only now, are we ready to start thinking about process optimization.

Process optimization: is a buzzword across every change and management consulting perspective out there. Every framework available has its method for optimizing processes. And sure, there are great benefits to Agile, Lean, Six Sigma and more, but you don’t need to worry about getting your green belt to do fundamental business transformation.

I can show you a framework-agnostic way of approaching this step. In the previous section, we spoke about understanding the existing processes, finding out the repository, and getting your head wrapped around the current picture. Let’s call this our “as-is” state. Something that you’d often hear too is a “to-be” state. This is the optimized future process. Now, processes are important because they can be a source of value and competitive advantage for the organization. An inefficient process, however, creates the opposite effect: diminished value and competitive disadvantage.

To re-engineer and optimize processes, you need a starting point. Let’s break down the entire process into a series of steps:

1. Look at what is happening in the current process. Ask what tasks are carried out and by whom. How long does it take to perform the tasks? Are there any delays with the current process? Are the current processes efficient, and are they a competitive advantage?
2. Take that information and create an as-is process diagram. This helps immensely to see and understand the process flow. It helps to add further data points, and it helps when we compare the as-is to the to-be state.
3. Collect the process data on how long each step in the process takes. Mark that on your diagram. You’d need that input for your stakeholder interviews and Subject-Matter Expert discussions.
4. Identify any delays between the steps and note those down. This is where you identify the bottlenecks, throughput time, turnaround time and other key metrics.
5. Identify the value for each process step. There are three types of value you need to capture.
   - Client value: These are steps in the process that directly add value to our customers and end users.
   - Business value: are steps in the process that add value to the business operations, such as data storage or enabling other business functions.
   - NVA or non-value add: If you’re struggling to identify a step as either client value or business value, the chances are it’s probably a non-value add step. This is your initial taste of what can be trimmed down from the process. Non-value-adding activities help you to understand why a process may be sluggish, with poor quality outputs or costing too much to perform.
6. Validate with stakeholders. Replay your process findings and validate your maps. Now you can finish here and begin your to-be state hypothesis, your investigation and your proposal for a more optimized and efficient process. But rather than leave it at that, I want you to take it one step further.
7. Collaborate with your stakeholders. Ask them how they would make the process more optimal and efficient. This is different from validation, where you just have them confirm what you have found. They own the process and would have more insights, so you have to work closely with them.

Now you’re asking them for new requirements, and by opening up the conversation, collaborating and problem-solving together, effective transformation and business process optimization is not only possible, it’s easily achieved.

The secret to excellent requirements.

Whether you are gathering your requirements before or after your process improvement efforts, you’re going to need a solid process when it comes to requirements because the quality of the requirements shapes the solution.

This section will not be diving into what requirements are and the process of requirements elicitation (that’s a topic for another day). Instead, I’ll share with you a simple framework for managing already elicited requirements, and I’ll explain why each step is important.

1. Document requirements: you’re probably thinking, of course, I’ll document the requirements. But you’ll be surprised at the number of times that I have had projects underway and requirements have come through in all shapes and sizes. New requirements come to light as part of meeting minutes, stakeholder interactions, and as part of formal project review meetings, and even as part of top executive discussions. Now, this is all good and well, you just need to be prepared for it. As part of your documentation approach, have a standardized way to document requirements. And I don’t only mean the initial ones, I mean all of them.
2. Have a central repository to store them. Once written down in detail to the same level, represent and agree on them as per the requirement's approval process. Irrespective of whether the requirement came from meeting minutes or the top executive, it should all follow the same process. You could have all the tools, smart reports, and top support on the project, but it’s the basic due diligence principle to document everything thoroughly and regularly.
3. Replay requirements back to the requesters and other stakeholders. If it’s agreed, it’s in the can, right? Not always. Even though you may have received it, documented it, and agreed on it with the project team and the stakeholders, there’s still a chance that it’s not needed. Over time and with perspective, they may come to realize a requirement is not needed. Also, what I have learned is that the same business stakeholders and end users may see the same business needs differently. Include regular review meetings, and review and replay requirements all together and with the same group of requesters. Prioritize and reprioritize until you are certain your list is solid.
4. Lock them down: what I mean by this is that once you agree to the requirements, have a deadline for changes and additions. Once the deadline has passed, this is it. No more amendments, improvements or tweaks. This, of course, is in the purest world and the real project dynamics may differ. I get it. But here’s the deal. Unless you have a cut-off date, people will continually approach you with ideas. Instead, agree that these late requirements can be part of the next phase or product improvement cycle.

If you want to dive deeper, the BABOK guide has these aspects covered in the sections called Elicitation and Collaboration, Requirements Life Cycle Management, and Requirements Analysis and Design Definition.

As we conclude, I’ll leave you with this:

A true business transformation speaks beyond buzzwords. It speaks your stakeholder’s language. It is not about complex requirements and convoluted solutions. It’s about having a consistent, simple approach to requirement solicitation, and this delivers high-quality outputs that directly satisfy the organizational needs.

Thanks for reading this far, for the next and final part, we will talk about how to set goals and measure success for our transformation efforts.

In the ever-changing landscape of modern business, transformation isn’t a fad — it’s a survival tactic. As a seasoned Business Analyst (BA) embedded within my organization’s Business Transformation Unit (BTU), I’ve witnessed countless transformation initiatives. The ones that truly thrive share a common thread: a strong understanding of the process, and BAs play a pivotal role in weaving that understanding.

In this guide, I’ll be sharing techniques that have helped me achieve measurable success in my journey as a BA.

Let’s dive right in!

Understanding the business intent and ambitions.

As a business analyst, you are an agent of change, so it falls greatly on your shoulders to know and be able to articulate just why this change is needed. You are, in part, a strategist, and that means you need the perspective necessary for strategy. You’re driving the discussions and the definition of the why.

My success always begins with a deep dive into the project’s core. I ask questions like how does this initiative align with the organization’s long-term strategic vision? What specific challenges are we attempting to address? This foundational understanding empowers me to translate high-level stakeholder needs into actionable requirements that drive tangible results.

If you can speak convincingly to the alignment of the project to the broader business objectives, you are several steps closer to getting people on board. So, get to know these strategic objectives and goals for the business, the function, or the team you’re working with. Ask questions and get enough answers to explain the reasons for the transformation.
So with a strong sense and reason for the why, and a robust and aligned business needs, your value proposition just got stronger.

Analyze the technical capabilities of the organization.

More often than not. Business transformation comes with the convergence of technology and business ambitions.

Now you have a strong sense of the business objectives, next is the stakeholder interviews and requirements gathering, right? Not quite so fast. So if understanding the business intent and ambitions was your prerequisite, a step zero if you like, this is going to be your step zero A. It’s understanding the technical aspects. It’s part of your initial project, landscape discovery.

1. Firstly, understand the technology aspect that your project will bring. What kind of technology is needed and why? Is this a new system implementation? Do we even need technology for this at all?
2. Next, understand the technical environment for the organizational function that you’re working with. You don’t need to draft and define the technical architecture diagrams with interfaces and data feeds, no! Just do a high level picture of what is currently used.
3. Lastly, overlay the new technology aspect with the existing technical environment and capability of the organization. This is like your very own gap analysis for the technical site, at a high level, and a super simplified version.

This is just so that you better understand the landscape. It also helps you lead the discussions when it comes to stakeholder interviews and requirements. While you may not be technical yourself, you have a unique position as the liaison between the technical team and the end users and customers. And while the tech side can be complicated and dubbed with acronyms that don’t mean much to end users, you can shortcut the jargon and take intensity with a high-level understanding. This will help you not only with requirements, it will help you establish trust and credibility. And you become a treasured asset that people want to have on any project.

Get to know your Stakeholders.

You’ve probably heard the saying that customer-driven transformation starts with this, the end result. Yes, that’s right, and this is part of your step zero B: get to know your audience.

Change is the game we’re in, and what we transform directly impacts people. While you don’t need a full-blown certification in psychology and behavioural science, it pays to understand what makes your stakeholders tick. Here’s a simple yet effective checklist that you can follow, which will help you build your customer perspectives and plan.

1. Look at the transformation from your stakeholder’s point of view: Just to recap here, when we talk about stakeholders, we are talking about customers and end users, but we also ensure that we keep in mind other project peers, business teams, executive sponsors, and the likes, they all matter. See the bigger picture from their point of view.
2. Next, make a list of questions likely that people have: What did you get from walking in your stakeholder shoes? What questions, concerns, or remarks people may have? List them all down and keep this handy during your stakeholder interviews.
3. Work with stakeholders from the onset. Use your influence, big or small, to shape the bigger engagement plan and project management plan. Ensure you are talking with end users and customers early on. If you want a great litmus test of how easy or difficult your transformation journey may be, share the project scope early, share outcomes early, and get reflections early. This way, there will be no surprises on either side.
4. Plan for feedback loops. I get that this will once again depend on your influence on the project plan, but use what you can. Start with your immediate stakeholders who can provide feedback. Your desire to improve the plans via feedback will soon catch the attention, and you may be able to influence the whole project execution.
5. Schedule open stakeholder sessions where people can provide feedback and have their questions answered. Start small, and use your area of responsibility for the transformation scope under your control. Make an example backed by actual stakeholder feedback and execution review, then you can scale.
6. Communicate solution options and challenges early and throughout. Believe me when I say customers are dying to hear about the solution options. Now, to warn you, the feedback will not always be positive, but we have to roll with the punches here. Perhaps there’s a valid reason. You’d only get to know and understand it if you’re open to a two-way conversation. Something that I find useful while focusing on the stakeholders is an understanding of their personality type, that way, you shape your communication according to their style. And just like that, you get to become a customer whisperer, because if you can connect the dots from aspiration to execution to solution, you are on a path to delight.

If you read up to this point, I believe this helped you understand your role as a Business analyst in the Business transformation process. In the next part of this article, we’ll walk you through how to gather and manage requirements, perform business process analysis and then measure your transformation efforts for success.

Thanks for reading, let’s do great things!