Translating strategic business goals into clearly defined requirements, process improvements, and technology-enabled solutions that deliver measurable value for organisations across consumer goods, professional services, and manufacturing sectors.
Case StudiesThese engagements demonstrate how our Business Analysts bridge the gap between business vision and technology delivery, ensuring that solutions genuinely address organisational needs and deliver tangible benefits.
The Chartered Institute of Personnel and Development (CIPD) recognised that its membership experience had become fragmented, with members interacting through multiple disconnected channels for joining, renewing, accessing learning content, attending events, and managing their professional development records. The organisation sought to redesign its membership platform to provide a seamless, integrated experience that would improve member satisfaction and reduce operational costs.
Our Business Analyst was engaged to lead the process mapping workstream, which formed the foundation for the entire platform redesign. The work began with current-state process mapping, involving extensive engagement with staff from member services, qualifications, events, publications, and finance teams. Over a period of three months, the analyst documented 78 distinct business processes, identifying redundancies, handoff points, manual workarounds, and pain points that were degrading the member experience.
The analyst then facilitated a series of target-state design workshops, bringing together business stakeholders and technology partners to reimagine each process. The workshops used a structured approach combining process modelling in BPMN notation with user journey mapping to ensure that both operational efficiency and member experience were optimised. The resulting target-state process maps formed the basis of the solution requirements, and the improvement opportunities identified during the mapping exercise were prioritised into a benefits realisation plan projecting annual savings of 2.4 million pounds and a 25-point improvement in member Net Promoter Score.
Dyson's rapid expansion into new product categories and markets had placed significant strain on its supply chain operations, which had been designed for a simpler product portfolio and smaller geographic footprint. The organisation needed a clear understanding of the gaps between its current supply chain capabilities and the requirements of its growth strategy before investing in new systems and processes.
Our Business Analyst conducted a comprehensive gap analysis covering demand planning, procurement, manufacturing operations, logistics, and after-sales service across Dyson's operations in the United Kingdom, Malaysia, Singapore, and the Philippines. The work involved interviewing over 50 supply chain professionals, analysing existing system capabilities, benchmarking against industry best practices, and documenting the gaps between current-state and target-state capabilities.
The analyst produced a structured gap analysis report that categorised findings by severity, estimated effort to address, and alignment with strategic priorities. The analysis revealed that the most critical gaps were in demand sensing (where Dyson relied on monthly forecasting cycles rather than real-time signals), supplier collaboration (where communication was predominantly manual), and inventory visibility (where stock data was fragmented across multiple systems). The gap analysis formed the foundation of a three-year supply chain transformation roadmap that was approved by the executive committee and funded for immediate implementation.
Coca-Cola's European bottling operations were implementing a standardised SAP ERP platform to replace legacy systems that had evolved independently in each country. The technical implementation was well-managed, but there was a growing recognition that the success of the programme depended on effective change management to ensure that thousands of users across multiple countries adopted the new system and its associated processes.
Our Business Analyst was embedded within the change management workstream, responsible for conducting impact assessments, designing training programmes, and supporting user adoption across the United Kingdom, France, and Germany. The analyst began by mapping the changes that each user group would experience, comparing their current ways of working with the target-state processes and identifying where the greatest behavioural shifts were required.
Based on the impact assessment, the analyst designed a structured change programme comprising role-based training curricula, process simulation exercises, and a network of change champions in each country who provided peer support during the transition period. The analyst also designed feedback mechanisms, including post-training assessments and weekly pulse surveys, to monitor adoption progress and identify areas requiring additional support. This approach resulted in an adoption rate of 92% within the first month of go-live, significantly above the programme's 80% target, and support desk call volumes were 40% lower than projected.
Coca-Cola's marketing team in Great Britain had invested in a Salesforce Marketing Cloud implementation to replace fragmented email, social media, and campaign management tools. Six months after go-live, the organisation recognised that it was not realising the benefits originally projected in the business case, and engaged our Business Analyst to investigate and develop a benefits realisation programme.
The analyst began by reviewing the original business case and mapping each projected benefit to specific capabilities of the implemented platform. This exercise revealed that several high-value benefits, particularly around personalised customer engagement and campaign performance analytics, depended on platform features that had been implemented but were not being used effectively by the marketing teams. The root causes included insufficient training on advanced features, data quality issues preventing effective segmentation, and a lack of defined processes for leveraging the analytics capabilities.
The analyst developed a structured benefits realisation plan with clear ownership, milestones, and measurement criteria for each benefit. The plan included targeted training programmes for marketing staff, a data cleansing initiative to improve customer segmentation accuracy, and the design of new operational processes for campaign planning, execution, and performance review. The analyst established a benefits tracking dashboard that provided monthly visibility of progress against each benefit, enabling the marketing leadership team to intervene quickly when benefits were at risk.
Dyson's manufacturing operations in Malaysia were experiencing quality and efficiency challenges as production volumes scaled to meet global demand. The existing manufacturing processes had been designed for lower volumes and were showing strain, with increasing defect rates, longer changeover times between product lines, and growing backlogs in quality inspection. The organisation needed a fundamental re-engineering of its manufacturing processes rather than incremental improvements.
Our Business Analyst led the business process re-engineering initiative, working alongside manufacturing engineers, quality managers, and supply chain professionals to redesign core processes. The work began with detailed analysis of current-state processes, using time-motion studies, value stream mapping, and root cause analysis to identify the specific process steps contributing to quality and efficiency problems.
The analyst then facilitated a series of redesign workshops using lean principles and Industry 4.0 concepts to develop target-state processes. Key innovations included the introduction of in-line quality inspection using IoT sensors (replacing end-of-line batch inspection), the redesign of changeover procedures using SMED methodology, and the implementation of digital work instructions that adapted in real-time based on the specific product variant being assembled. The analyst produced comprehensive process documentation, training materials, and a phased implementation plan that enabled the changes to be introduced progressively without disrupting ongoing production. Within six months of full implementation, defect rates had decreased by 42% and changeover times had been reduced by 55%.
Our Business Analysts combine analytical rigour with practical business acumen to ensure that technology investments deliver genuine organisational value.
Comprehensive documentation of current-state and target-state business processes using BPMN and other standard notations. We capture process flows, decision points, roles, systems, data inputs and outputs, enabling organisations to understand how work gets done and identify opportunities for improvement.
Systematic comparison of current capabilities against target requirements, industry benchmarks, or strategic objectives. We produce structured gap analysis reports that categorise findings by severity and effort, enabling informed prioritisation of investments and clear roadmaps for closing capability gaps.
Planning and executing change management activities that ensure successful adoption of new systems, processes, and ways of working. We conduct impact assessments, design training programmes, establish change champion networks, and monitor adoption metrics to maximise the return on technology investments.
Establishing and operating benefits realisation frameworks that ensure projected business benefits are tracked, measured, and delivered. We define benefit ownership, measurement criteria, and reporting cadences, and intervene proactively when benefits are at risk of not being achieved.
Designing and facilitating workshops that elicit requirements, build consensus, and drive decision-making. We use structured techniques including brainstorming, affinity mapping, MoSCoW prioritisation, and design thinking to ensure workshops are productive, inclusive, and result in actionable outcomes.
Establishing and maintaining traceability between business objectives, requirements, design decisions, and test cases. We build traceability matrices that provide confidence that all requirements are addressed by the solution and that every element of the solution traces back to a genuine business need.
Our Business Analysts deliver the structured analysis, stakeholder engagement, and change management expertise that ensures your technology investments translate into real business value. Let us help you bridge the gap between business objectives and technology solutions.
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