Over the past year, I have been an active member of the International Institute of Business Analysis (IIBA) community here in Adelaide. I’ve taken part in three study groups and multiple networking events, both online and in person. These experiences have been invaluable, not only did I learn new concepts from industry experts, but I also built a network of like-minded professionals who share a passion for solving business problems.
One of the highlights was the Agile Analysis Study Group, a six-week program focused on the Agile Extension to the BABOK® Guide. Each participant was given a chapter to present, followed by feedback from facilitators and experienced professionals. My topic was the Strategy Horizon, and preparing for that session gave me one of the most important lessons in my professional journey so far.
What is the Strategy Horizon?
The Strategy Horizon sits at the highest level of decision-making. It is where organisations look beyond immediate delivery and ask bigger questions:
- Where should we be heading?
- How do we allocate our resources to get there?
- Which changes or opportunities matter most?
For a Business Analyst, working at this horizon means supporting leaders with insights that cut through complexity. It is about helping them make confident, informed decisions that shape the future direction of the organisation.
When I presented on this topic, I used a simple example: imagine a coffee shop aspiring to be the most sustainable brand in Australia within five years. Strategic decisions like removing plastic cups or partnering with ethical suppliers are not just product tweaks, they are bets on the future. At this level, the BA’s role is to bring together customer insights, market trends, and business data to guide these bets.
Why Agile Thinking Matters
What struck me most was how much Agile thinking transforms strategy work. Agile isn’t just about software delivery: it’s a mindset that can guide decisions at the very top.
At the Strategy Horizon, leaders don’t always have perfect information. Agile principles encourage us to test ideas quickly, learn fast, and adjust direction. For example, instead of committing to a full national sustainability campaign, the coffee shop might pilot eco-friendly packaging in one city. The BA supports this by identifying the right metrics, collecting feedback, and presenting insights so leaders can decide whether to scale up, pivot, or stop.
I like to think of it as “zooming in and out.” As a BA, you may dive into specific data (say, oat milk sales in three stores), but you always zoom back out to see how those insights inform a much bigger strategic choice; like positioning the brand around sustainability for the next decade.
My Personal Takeaways
Presenting on the Strategy Horizon was more than just an academic exercise. It gave me confidence in how I can add value as a Business Analyst at the strategic level:
- Scanning broadly for signals of change, from customer behaviour to competitor moves.
- Simplifying complexity so decision-makers don’t get lost in the details.
- Keeping feedback flowing between strategy and delivery, ensuring big decisions are grounded in real evidence.
Most importantly, it reinforced why Agile inspires me so much. It’s not only a framework for projects — it’s a mindset for life: adaptable, collaborative, and focused on continuous learning.
Closing Reflection
This study group experience reminded me why IIBA events are so powerful: they don’t just teach theory, they provide opportunities to practice, present, and reflect with peers and industry experts. For me, the Strategy Horizon was a chance to step into the bigger picture of business analysis, and it showed me how I can grow into roles that influence strategy, not just delivery.
Agile has taught me that the future is uncertain — but with the right mindset and the right tools, Business Analysts can help organisations move forward with clarity and confidence.
