First of all, let’s get this out of the way. Gamestorming is not new. Gamestorming is a collection of ‘games’ put together under the banner of ‘gamestorming’. As a business analyst (BA) I can assure you there will be many games in the book and on the website, that you have used in your role under different guises. 

Dave Gray (co-author of ‘gamestorming’) put it best when he described himself and his fellow authors as the Grimms brothers. The Grimms brothers, if you are not familiar with them- they brought together different fairy tales and published them in a book.

One of my former business analysts on the team asked me this question recently; ‘I am really over being a BA. How do I move into strategy?’ I got to the realization that she was associating ‘strategy’ with a job title which consists of certain tasks.  In my view, it appears as if for some business analysts, before becoming strategic, they have to be given a title ‘Strategic Business Analyst’. This I believe is the mystery that surrounds ‘strategy’ and ‘strategic thinking’, making it appear as a destination to reach, at some point.

Every profession in a sophisticated business structure has a certain mission attached to it. This mission includes the job duties and deliverables, but that’s not all.

The only way to really encapsulate the essence of what the profession of a business analyst is all about is to understand the Business Analyst Mission. In other words, the Business Analyst Mission is definitive of the value created by business analysts.

One of the Sidebars to the Business Agility Manifesto unabashedly indicts the software industry for its long-standing failure to provide direct support for obligations, an obvious and fundamental aspect of real-life business activity.

Where can you find obligations in business? Virtually everywhere you look: acts, laws, statutes, regulations, contracts, MOUs, agreements, terms & conditions, deals, bids, deeds of sale, warranties, guarantees, prospectuses, licenses, citations, certifications, notices – and of course, business policies.

Direct support for obligations is a fundamental capability your organization needs in the Knowledge Age. What’s it about?

Most of us are well aware of the problem of organizational silos and non-integrated applications and channels. The question is how can we plan to eliminate them?   The notion of a value chain is to take a 10,000-foot view of the business based on how value is created incrementally toward final delivery of products to end-customers. In other words, a value chain model looks holistically at the value-adding capabilities of an organization end-to-end, irrespective of organization lines of responsibility or existing functional activities.