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🟢 The AI model race is entering a new phase: models now have to compete not only with each other, but also with their own pr
🟢 The AI model race is entering a new phase: models now have to compete not only with each other, but also with their own previous versions. A good example is the new Claude Fable 5.1 , released by Anthropic only a few months after Fable 5. https://lnkd.in/p/dWPQbCxn What is especially interesting here is not another benchmark number, but the direction of travel. According to Anthropic’s own evaluations, Fable 5.1 is significantly stronger than its predecessor in agentic coding, knowledge work, and business workflows. At the same time, Anthropic is reducing the cost of using the model: typical workloads are expected to cost around 25% less, while highly agentic workloads may become up to 45% cheaper. It is almost a textbook example of the Red Queen effect from Through the Looking-Glass: you have to run as fast as you can just to stay in the same place. Anthropic has to keep improving Claude to retain users and compete with GPT, Qwen, DeepSeek, and other models. But the same competition is increasingly happening inside each vendor’s own model family: every new version has to justify why users should switch from the previous one. For business and system analysts, Fable 5.1 is interesting not simply as “a smarter chatbot.” The more relevant improvements are in scenarios where AI needs to: - maintain context across long, multi-step tasks; - analyse documentation, requirements, diagrams, tables, and large sets of files; - reconstruct end-to-end workflows across services and codebases; - investigate root causes, verify its own conclusions, and prepare outputs for subsequent human review. One early-access example shared by Anthropic describes the model mapping a change that touched more than eight services across three codebases, tracing the workflow down to individual functions, database tables, and rows. For system analysts, the direction of development here is quite clear. At the same time, the main principle remains unchanged: let’s experiment with new models — but carefully. The more powerful agentic capabilities become, and the more context we provide to AI systems, the more important questions of data classification, retention, access control, and permission to share corporate information become. Anthropic itself is changing its enterprise approach to data retention, but that does not remove the need to verify the policies and settings of your own organisation before uploading requirements, architecture, production logs, customer information, or other sensitive data. 🔵 The price of tokens is falling. The price of a data leak is not. Still, Claude Fable 5.1 is definitely worth testing on safe BA/SA use cases.

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Meet the new HTTP method: QUERY If you've ever built search-with-filters, you know this pain: 👉 GET /products?category=lapto
Meet the new HTTP method: QUERY If you've ever built search-with-filters, you know this pain: 👉 GET /products?category=laptops&brand=example It starts simple. Then it grows — multiple filter groups, AND/OR logic, date ranges, multi-field sorting, pagination, geo-boundaries. At some point the query string can't carry that complexity anymore, and the team is stuck choosing between two bad options. 1️⃣ 𝗢𝗽𝘁𝗶𝗼𝗻 𝟭: 𝗦𝘁𝗮𝘆 𝗼𝗻 𝗚𝗘𝗧 It works until complex filters make the URL too long and difficult to manage. 2️⃣ 𝗢𝗽𝘁𝗶𝗼𝗻 𝟮: 𝗦𝘄𝗶𝘁𝗰𝗵 𝘁𝗼 𝗣𝗢𝗦𝗧 This solves the size problem, but POST isn't inherently safe, idempotent, or cache-friendly for read operations. 💡 𝗧𝗵𝗮𝘁'𝘀 𝗲𝘅𝗮𝗰𝘁𝗹𝘆 𝘁𝗵𝗲 𝗴𝗮𝗽 𝗤𝗨𝗘𝗥𝗬 𝗰𝗹𝗼𝘀𝗲𝘀. Over a decade of drafts, a final draft in November 2025, IESG approval on November 20, 2025, and publication in June 2026 as RFC 10008 — the first new HTTP method since PATCH arrived in 2010. 𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝘁𝗵𝗲 𝘁𝗵𝗿𝗲𝗲 𝗺𝗲𝘁𝗵𝗼𝗱𝘀 𝗰𝗼𝗺𝗽𝗮𝗿𝗲: ✔️ GET is designed for reading resources. Parameters are passed in the URL, it is safe and idempotent, and GET responses can be cached. However, it doesn't support a request body, which makes it less suitable for complex queries. ✔️ POST is primarily used to create or modify resources. Parameters can be passed in the request body, but POST is neither safe nor idempotent by default. Caching is also conditional. ✔️ QUERY is designed specifically for complex read operations. Like POST, it allows parameters to be sent in the request body, but unlike POST, QUERY is safe and idempotent. It is also designed to be cacheable, with the cache key built from the request body. ❗️ The key distinction is simple: GET for simple reads, QUERY for complex reads, POST for creating or modifying resources. 𝗘𝘅𝗮𝗺𝗽𝗹𝗲 𝗿𝗲𝗾𝘂𝗲𝘀𝘁: QUERY /products HTTP/1.1 Content-Type: application/json Accept: application/json Body: { "filters": { "category": "electronics", "price": { "min": 400, "max": 800 }, "inStock": true }, "sort": [{ "field": "price", "order": "asc" }], "limit": 20 } QUERY has exactly one required header: Content-Type. The RFC is explicit — if it's missing or doesn't match the body, the server must reject the request with 400 Bad Request. The logic is simple: QUERY has no fixed body format, so the server only knows what it received by reading Content-Type. That body format is genuinely open — it doesn't have to be JSON. It could be form-urlencoded, SQL, XSLT, JSONPath, or anything else. The server advertises what it supports via a response header called Accept-Query. 👍 For the first time in 15 years, we have a standard, cache-friendly, safe way to send complex read queries with a body. No more choosing between "URL too long" and "technically unsafe POST." API hashtagHTTPWebDevelopment SoftwareEngineeringBackend
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The Fourth Foundation of Business Analysis: Don't Fall in Love with the First Solution 4️⃣ By the time we get to a solution,
The Fourth Foundation of Business Analysis: Don't Fall in Love with the First Solution 4️⃣ By the time we get to a solution, we already know who is affected, what the business needs, and what kind of change is required. Now comes the next question: "What are we actually going to build or change?" This is where Business Analysts can add a lot of value. Because stakeholders often come to the table with a solution already in mind: "We need a new CRM." "We need a mobile app." "We need a chatbot." "We need to move to the cloud." But a proposed solution is not necessarily the best solution. And here's a practical way to approach it: 1️⃣ Step back from the first idea Treat it as one option, not as the answer. Ask: Why this solution? What alternatives have we considered? 2️⃣ Look beyond IT Not every business problem needs a new system. Sometimes the better answer is a process change, a new role, a policy, or a combination of organizational and technical changes. 3️⃣ Evaluate against the actual need A technically impressive solution can still be a poor business decision if it's too expensive, too slow, too complex, or simply doesn't fit the organization's context. 4️⃣ Make the choice explicit Good analysis doesn't just document what was selected. It captures why it was selected, what alternatives were considered, and what success should look like. Instead of finding the most sophisticated solution, mostly we need to find the solution that best addresses the need within the real-world constraints. Sometimes the best answer is a new system. Sometimes it's an integration. And sometimes it's changing the process instead of building anything at all. Business Analysis is about making sure we're solving the right problem with the right solution, rather than turning the first idea into requirements. This is the fourth article in a six-part series exploring the six core foundations of Business Analysis. Stay with us to discover the next two foundations and see how they connect the dots between analysis, decision-making, and business value. BusinessAnalysis BusinessAnalyst BABOK SolutionAnalysis RequirementsEngineering SystemAnalysis
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Nobody starts their career knowing exactly where they fit. I didn't 🤔 Before landing in business analysis, I tried a few dif
Nobody starts their career knowing exactly where they fit. I didn't 🤔 Before landing in business analysis, I tried a few different directions and spent real time in each of them. The coding phase I started with frontend development. JavaScript, HTML, CSS. I liked building things visually and got far enough to understand how software actually works under the hood. But after a while I noticed I was more interested in the decisions before the code than the code itself. Why are we building this? What problem does it solve? Does this flow even make sense? The design detour So I moved toward UI/UX. That felt closer. The thinking behind how products work, how users move through interfaces, what makes something intuitive versus confusing. I spent real time there too. Same pattern though. I kept gravitating toward the "why" and the requirements conversation more than the design output. Where it landed Turns out what I was drawn to in both places was analysis. I just didn't have the label for it yet. When I started looking at BA roles, the combination of a development background and design experience turned out to be genuinely useful. I could talk to developers without getting lost and understand how requirements translate into product decisions. The detours weren't wasted. They were preparation I didn't know I was doing. That background is part of what helped me land my first offer. What I'd take from this Trying directions that don't stick isn't failure. It's how you find out what actually pulls your attention. Most people who know what they're good at got there by first figuring out what didn't fit. Adjacent skills compound in ways that are hard to predict early on. And the path that looks scattered from the outside usually makes sense once you're further down the road. How did you get into your current role? Was it a straight line or did it take a few unexpected turns? CareerJourney BusinessAnalyst CareerChange TechCareer BALife ITCommunity
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The Third Pillar of Business Analysis: Mastering Change Management ✔️ In our ongoing series exploring the foundations of Busi
The Third Pillar of Business Analysis: Mastering Change Management ✔️ In our ongoing series exploring the foundations of Business Analysis, we’ve covered Stakeholders and Needs. Now, let’s dive into the often overlooked yet critical aspect of BA work - Change Management. Why Change Matters According to McKinsey, 70% of organizational change initiatives fail. Why? Because while systems and processes can be implemented perfectly, people often resist adopting them. This is where Business Analysts play a crucial role. Understanding Change Change isn’t just about flipping a switch, it’s a process that starts long before implementation and continues well after go-live. It’s the bridge between the current state (As-Is) and the desired future state (To-Be). The Three Dimensions of Change Effective change management requires addressing three interconnected areas: • Processes: Mapping how work will change, identifying exceptions, and ensuring new processes are realistic • Systems: Managing technology and data migration, integrations, and transition requirements • People: Navigating resistance, providing support, and fostering adoption Common Pitfalls to Avoid • Focusing only on technical implementation while ignoring human factors • Underestimating the time needed for people to adapt • Skipping proper data migration planning • Ignoring existing workarounds that may be critical for operations Practical Framework for Managing Change • Impact Analysis: Identify who will be affected and how • ADKAR Model: Ensure Awareness, Desire, Knowledge, Ability, and Reinforcement • Change Impact Map: Visualize how different stakeholders will be impacted • Transition Plan: Define clear steps for moving from As-Is to To-Be Key Takeaways Successful change isn’t about forcing new systems on people, it’s about guiding them through a transformation journey. A Business Analyst’s role extends beyond documenting requirements; it involves: 1) Anticipating resistance 2) Planning for smooth transitions 3) Ensuring people are ready and able to adopt changes 4) Measuring the effectiveness of the change Next Steps Remember: a technically perfect solution won’t succeed without proper change management. As a BA, your value lies not just in defining what needs to change, but in ensuring that change sticks. BusinessAnalysis SystemAnalysis Transformation RequirementsEngineering ProjectManagement
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The Second Foundation of Business Analysis: Understand the Need, Not the Solution 🤝 After identifying the right stakeholders
The Second Foundation of Business Analysis: Understand the Need, Not the Solution 🤝 After identifying the right stakeholders, the next question is simple: "What problem are we actually trying to solve?" It sounds obvious. In reality, it's one of the most common reasons projects miss the mark. Stakeholders rarely describe their need. They describe the solution they already have in mind. A practical way to spot the difference: 1️⃣ Listen beyond the request "We need a dashboard." "Add a new button." "Build a chatbot." These are proposed solutions, not necessarily the real need. 2️⃣ Ask "Why?" before discussing "How?" What business problem does this solve? What happens if we don't implement it? The answers often lead somewhere unexpected. 3️⃣ Separate outcomes from features A feature is something you build. A need is the business outcome you're trying to achieve: saving time, reducing risk, increasing revenue, or improving customer experience. 4️⃣ Challenge assumptions respectfully Good analysts don't reject ideas. They help stakeholders validate whether the proposed solution is the best way to achieve the desired outcome. AI can generate requirements. Teams can deliver features. But if the underlying need wasn't understood, the project may still fail to create business value. Business Analysis isn't about documenting what people ask for. It's about discovering what the business truly needs. BusinessAnalysis BusinessAnalyst BABOK RequirementsEngineering StakeholderManagement
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Why Good Requirements Are About Value, Not Just Documentation 📝 In many teams, the quality of requirements is judged by how
Why Good Requirements Are About Value, Not Just Documentation 📝 In many teams, the quality of requirements is judged by how detailed they are. Clear structure, full coverage, precise acceptance criteria — all of that matters. But detailed doesn’t always mean valuable. I’ve seen a team spend weeks documenting and building a feature with perfect requirements — every edge case covered, every scenario described. After launch, almost no one used it. The problem it solved wasn’t a real problem. Around the same time, a small change — barely half a page of documentation — reduced friction for users and cut support. The difference wasn’t in how the requirements were written. It was in how well the value behind them was understood. Documentation is not the goal. Value is. As Business Analysts, we are often trained to focus on completeness: cover all scenarios, write precise acceptance criteria, document every detail. That’s important. But it’s not the end goal. A good requirement doesn’t just describe what needs to be built. It makes clear why it matters — to the user, the business, or the product. When that “why” is missing, problems appear: features get delivered but don’t solve real user problems, teams optimize for output instead of outcomes, priorities become unclear or shift, and “done” doesn’t always mean “useful.” When value is clear, decisions become easier. Trade-offs make sense. Teams align faster. Stakeholders stop treating the backlog as a wish list. How value changes the way you write requirements? Focusing on value doesn’t mean writing less. It means writing differently. Instead of only asking “What should this feature do?” ask: “What problem are we solving?”, “Who benefits and how?”, “How will we know if this is successful?”, “What happens if we don’t do this?” This shifts requirements from “descriptions of functionality” to “arguments for why this work matters.” In practice, that means connecting user stories to real user needs, challenging requirements without a clear purpose, keeping them lean when extra detail adds no value, and making trade-offs based on impact, not effort. Why this makes you a stronger BA? Teams don’t struggle because they lack documentation. They struggle because they lack clarity about what matters and why. A Business Analyst who focuses on value helps the team avoid building things nobody needs, makes prioritization conversations more grounded, and becomes a thought partner, not just a requirements writer. How to start: before writing your next requirement, spend five minutes answering, “What happens if we don’t build this?” If the answer is “nothing much” — challenge whether it belongs in the sprint at all. If the answer is clear and painful — let that pain drive the way you frame the story. Good requirements are not the ones with the most detail. They are the ones that lead to meaningful outcomes. Because in the end, Business Analysts don’t just document features. They help ensure what gets built actually matters.
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The Second Foundation of Business Analysis: Understand the Need, Not the Solution 🤝 After identifying the right stakeholders
The Second Foundation of Business Analysis: Understand the Need, Not the Solution 🤝 After identifying the right stakeholders, the next question is simple: "What problem are we actually trying to solve?" It sounds obvious. In reality, it's one of the most common reasons projects miss the mark. Stakeholders rarely describe their need. They describe the solution they already have in mind. A practical way to spot the difference: 1️⃣ Listen beyond the request "We need a dashboard." "Add a new button." "Build a chatbot." These are proposed solutions, not necessarily the real need. 2️⃣ Ask "Why?" before discussing "How?" What business problem does this solve? What happens if we don't implement it? The answers often lead somewhere unexpected. 3️⃣ Separate outcomes from features A feature is something you build. A need is the business outcome you're trying to achieve: saving time, reducing risk, increasing revenue, or improving customer experience. 4️⃣ Challenge assumptions respectfully Good analysts don't reject ideas. They help stakeholders validate whether the proposed solution is the best way to achieve the desired outcome. AI can generate requirements. Teams can deliver features. But if the underlying need wasn't understood, the project may still fail to create business value. Business Analysis isn't about documenting what people ask for. It's about discovering what the business truly needs. BusinessAnalysis BusinessAnalyst BABOK RequirementsEngineering StakeholderManagement
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AI WON’T MAKE YOU A SENIOR BA — BUT WHAT WILL ❓ AI can write user stories, summarize workshops, generate diagrams, and propos
AI WON’T MAKE YOU A SENIOR BA — BUT WHAT WILL ❓ AI can write user stories, summarize workshops, generate diagrams, and propose edge cases. That’s useful. But it’s not “seniority”. A Senior BA/SA isn’t the person who has AI doing the work instead of them. It’s the person who can work with AI—and still own the thinking. Seniority = your ability to use AI as a co-pilot, not a replacement. What actually makes you senior (and how AI fits): – You frame the problem. AI drafts artifacts. Senior BAs define the real problem, constraints, and success metrics. Then AI helps produce faster. – You validate reality. AI generates hypotheses. AI can suggest options; you run stakeholder checks, data checks, and “is this true in our domain?” tests. – You own trade-offs. AI expands the option space. Seniors decide what to sacrifice (scope/time/risk/UX/compliance) and document why. AI helps compare. – You think in systems. AI helps with coverage. Seniors anticipate downstream effects (data, integrations, ops, failure modes). AI helps enumerate and map. – You manage ambiguity. AI helps structure it. Seniors don’t “fill gaps” with confident text. They define assumptions, unknowns, and a learning plan. – You drive alignment. AI helps with communication. Seniors align incentives across PO/Eng/QA/Legal/Ops. AI helps tailor messages, but you own the negotiation. A simple rule that changes everything: Use AI to increase throughput, but use your BA skills to increase truth. If you want a practical habit: Before sending anything AI-generated, add a “Senior BA layer”: - What assumptions did we make? - What can break? - What decision are we making, and who signs it off? AI won’t make you senior. Working with AI—while owning judgment, validation, and decisions—will. BusinessAnalysis RequirementsEngineering AI ProductDiscovery StakeholderManagement SystemsThinking
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Tactical Forking in Practice: An Approach to Microservices Migration Migrating from a monolith to microservices is often seen
Tactical Forking in Practice: An Approach to Microservices Migration Migrating from a monolith to microservices is often seen as expensive, time-consuming, and risky. But what if there’s a way to evolve your system gradually – without rebuilding it from scratch? Join us on August 26 as we explore tactical forking – a strategy that helps you evolve existing architectures, reduce migration risks, and make the transition to microservices more manageable. What we'll cover: 🔹 Why a lack of modularity makes migration so challenging; 🔹 When tactical forking is the right approach; 🔹 How to adopt it without disrupting ongoing development; 🔹 Its impact on architecture, development processes, and teams. 🎙 Speaker: Mohamed Taman, Solutions Architect at Andersen, Java Champion, JCP member, TOGAF-certified architect, and Microsoft Azure-certified professional with 22+ years of experience designing large-scale distributed systems. 💡 This meetup is ideal for Architects, Tech Leads, Java and Backend Developers, and anyone involved in modernizing and evolving complex software systems. 🔗 Register here Event details: ⏰ Time: 17:30 (CEST) 🕒 Duration: 1 hour 🗣 Language: English 💻 Format: the link to the stream will be sent to your email address provided during registration See you there!
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AI TOOLS FOR BAs: WHAT ACTUALLY “STUCK” BY 2026 🔗 In 2023–2024 we tried everything. By 2026, a few patterns clearly survived
AI TOOLS FOR BAs: WHAT ACTUALLY “STUCK” BY 2026 🔗 In 2023–2024 we tried everything. By 2026, a few patterns clearly survived the hype — because they reduced cycle time without degrading analysis quality. Agentic workflows became normal. Not “chatting with AI”, but delegating: research → extract → compare → draft → validate. BAs increasingly run small agents for repetitive work: backlog grooming prep, requirements QA, regression checklist generation, and stakeholder-ready summaries. Agent browsers for discovery, not for decisions Browser agents are now the default for: – scanning competitor flows & docs – collecting evidence for assumptions – building a traceable “why” behind requirements Still: humans own the final judgment. Agents accelerate discovery, not accountability. Requirements quality gates (“AI as a reviewer”) The most useful use case isn’t writing user stories—it’s reviewing them: – missing edge cases & error states – inconsistent terminology – unclear acceptance criteria – weak NFR coverage (security, audit, performance) Think: AI as a lint tool for analysis artifacts. Better engines + easier integration We’re seeing fewer “one tool to rule them all” bets and more composable stacks: LLM + retrieval + templates + Jira/Confluence + test management. The winning setups are boring: repeatable prompts, shared checklists, and strong redaction rules. The BA skill that matters more, not less By 2026, the differentiator is still: domain modeling, risk framing, negotiation, and building alignment. AI raises the baseline. Seniority still comes from judgment, structure, and accountability. If you’re using AI in BA work: what’s your most “sticky” use case in 2026? businessanalysis gagile hashtagbdd aiagents hashtagllmpromptengineering
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The First Foundation of Business Analysis: Start with the Stakeholders 👨‍👩‍👦 Every successful analysis starts with one sim
The First Foundation of Business Analysis: Start with the Stakeholders 👨‍👩‍👦 Every successful analysis starts with one simple question: Who are we solving this for? Before discussing requirements, solutions, or business value, identify the people who will influence the change, or who will be affected by it. This is why Stakeholders are the first foundation of Business Analysis. Every other decision depends on getting this right. A practical framework I use: 1️⃣ Look beyond the sponsor End users, compliance, operations, support teams, regulators, and data owners often have insights that never appear in formal requirements. 2️⃣ Focus on influence, not job titles The most important stakeholder isn't always the project sponsor. Sometimes the person who can make or break your solution sits outside the core project team. 3️⃣ Engage the right people early A missing stakeholder rarely causes problems on day one. The real impact appears later - during UAT, approvals, or even after release, when changes become expensive. 4️⃣ Choose the right level of involvement Not everyone should attend every workshop. Some stakeholders make decisions, some provide expertise, and others simply need to stay informed. Effective analysis is about managing engagement, not inviting everyone. 5️⃣ Review your stakeholder list continuously Projects evolve. New systems, teams, and constraints appear along the way. A stakeholder map should evolve too. Business analysis doesn't begin with writing requirements. It begins with understanding who is in the game. Because if you miss the right stakeholders, you'll likely misunderstand the real business need. And if the need is wrong, the solution will be too. BusinessAnalysis BABOK StakeholderManagement BusinessAnalysisFundamentals
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TYPICAL BA MISTAKES WHEN INTRODUCING AI INTO TEAM PROCESSES ⛔️ AI doesn’t fail in teams — implementation does. In multiple pr
TYPICAL BA MISTAKES WHEN INTRODUCING AI INTO TEAM PROCESSES ⛔️ AI doesn’t fail in teams — implementation does. In multiple projects, I see the same pattern: strong expectations, weak outcomes. Not because AI is immature, but because Business Analysts approach it with the wrong mental model. Here are the most common mistakes: • Treating AI as a tool, not a workflow change Embedding ChatGPT into tasks without redesigning the process → zero real impact. • Skipping validation layers AI-generated artifacts (requirements, ACs, mappings) go unchecked → defects shift downstream. • Over-automation of ambiguity Using AI where requirements are unclear → amplifies confusion instead of resolving it. • Ignoring traceability No link between AI output and source → loss of accountability and trust. • No feedback loop Teams don’t track where AI helps vs harms → no learning, no optimization. The core issue: AI compresses execution, but expands responsibility. If you don’t redesign how decisions are made — you just accelerate mistakes. What actually works: → AI as a co-analyst, not a generator → Explicit validation checkpoints → Measurable usage (accuracy, rework, cycle time) AI adoption is not about prompts. It’s about process architecture. SystemAnalysis AIinBusiness ProductDevelopment BA DigitalTransformation
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A huge thank you to everyone who joined our Meet up previous week - both in person and online! 🙌 Special thanks to our incredible speaker, Olga Kletskina, for such a deep and honest dive into the topic. We truly appreciated how openly you walked us through the real pains and challenges of working with undocumented products - and shared practical ways to tackle them. We know many of you left with even more questions, and that's exactly what great meetups are about - sparking the right conversations. We'll be sharing key insights and the presentation slides with you soon - stay tuned!
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How Business Analysts Should Validate AI Outputs: A Practical Framework 🤔 AI tools can generate requirements, user stories,
How Business Analysts Should Validate AI Outputs: A Practical Framework 🤔 AI tools can generate requirements, user stories, documentation and even diagrams in seconds. But speed does not equal reliability. For Business and System Analysts, the real skill is no longer just producing artifacts — it’s validating AI-generated outputs before they reach stakeholders or development teams. A simple validation framework I use: 1️⃣ Context check Did the AI understand the business domain, constraints, and stakeholders? 2️⃣ Logic consistency Are assumptions coherent? Do flows contradict each other? 3️⃣ Traceability Can the output be linked to real requirements, data sources, or regulations? 4️⃣ Completeness Are edge cases, exceptions, and non-functional requirements missing? 5️⃣ Stakeholder reality test Would the domain expert actually accept this? AI accelerates analysis. But analytical responsibility remains human. For BAs, the competitive advantage is not using AI, but knowing how to challenge it. BusinessAnalysis SystemAnalysis AIforBA RequirementsEngineering AIProductivity BusinessAnalyst AIValidation
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Top-3 bad advice life tried to sell me before my IT traineeship in Andersen 🤔 People think moving from any sphere to IT is a career change. Well, be careful, spoilers: that could also be an upgrade. I became an analyst at almost 30, and not despite my background. I became an analyst because of it. Here’s what selling, hospitality and many other spheres taught me about listening, fearing and speaking. Here’s why that experience is worth more than most certificates. And to express that I’ll share 3 main thoughts people from around tried to sell me, and would sell, if I didn’t know, how sales actually work. _________________________________________________ Tell us in comments about your experience of entering IT. And if you're not in IT yet, tell us about your current step. Did you come from sales or another "unrelated" field? What lesson from your past unexpectedly helped you in IT? Or — if you’re still on the way — what are you bringing with you that no course can teach? 👇 Share your own story bellow. Let’s find out the diversity of our beautiful and exciting paths! BusinessAnalysis SalesToIT CareerChange BALaboratory RealTalk ITCareer SoftSkills
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No Documentation. Existing Product. What Now? 👀 On July 30, we'll discuss a situation that many analysts know all too well.
No Documentation. Existing Product. What Now? 👀 On July 30, we'll discuss a situation that many analysts know all too well. Imagine joining a project that's been running for years. The product is actively evolving, the team is moving fast, and new tasks keep landing on your desk. Then you ask for documentation... and get a couple of outdated files along with a friendly, “Just ask the developers if you need anything.” 😅 Sounds familiar? Then this meetup is for you. We'll discuss: ⚖️ the difference between developing a new product and improving an existing one 🔍 where to find information when nothing is properly documented 🧩 how to build a complete picture of the product from scattered knowledge 🤝 how to work with a team when key requirements exist only in experts’ heads ⚠️ how to reduce uncertainty and avoid unpleasant surprises 🎯 and most importantly — how to bring order to chaos and develop the adaptability needed to thrive in a constant state of uncertainty. Speaker: 🔥 Olga Kletskina, Business Analyst, Andersen, Business & System Analyst and Product Owner with 7+ years of experience in IT. 🎟 Registration Meetup details: ⏰ Time: 19:00 (Minsk time, GMT+3)/18:00 (CEST) 🕒 Duration: 1 hour 🗣 Language: Russian 📍 Offline: Andersen’s office in Minsk 💻 Online: The link to the stream will be sent to your email specified in the registration form 🍦 Don't wait too long to register — spots are disappearing faster than ice cream on a hot summer afternoon! See you soon :)
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AI AS A DRIVER OF ANALYST STRATIFICATION: WHO ACCELERATES, WHO FALLS BEHIND AI is not replacing analysts. It is splitting the
AI AS A DRIVER OF ANALYST STRATIFICATION: WHO ACCELERATES, WHO FALLS BEHIND AI is not replacing analysts. It is splitting them into two distinct groups. In the same team, under the same conditions, I see radically different trajectories. Group 1 — Accelerators: • Use AI to structure thinking, not replace it • Validate outputs critically • Build faster feedback loops with dev/QA • Focus on decisions, not documents Result: 2–3x throughput, higher impact per task Group 2 — Regressors: • Copy AI outputs without deep understanding • Lose ownership of requirements • Spend more time reviewing than creating • Struggle with edge cases and system thinking Result: illusion of productivity, real drop in quality What’s happening structurally: AI removes the “mechanical advantage” of average analysts. What remains is thinking quality, domain understanding, and decision-making clarity. In other words: AI doesn’t reward experience alone — it rewards how you think under uncertainty. The new differentiation factors: → Ability to validate, not just generate → System thinking over task execution → Ownership of outcomes, not artifacts AI is not leveling the field. It is widening the gap. The question is no longer: “Do you use AI?” But: “Does AI amplify you — or expose your weaknesses?” BusinessAnalysis FutureOfWork ProductManagement DigitalSkills
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Why Communication Is the Most Important Skill for a Business Analyst❓ A Business Analyst can write perfect requirements—and s
Why Communication Is the Most Important Skill for a Business Analyst❓ A Business Analyst can write perfect requirements—and still fail the project. I've learned this the hard way. Because the real problem is rarely in the document. It's in how people understand it. Two people read the same user story and walk away with different interpretations. A stakeholder assumes one outcome, a developer delivers another, QA tests a third. No one is technically wrong—and yet everything breaks. Something I keep coming back to in my work as a BA: it's not just about clarity. It's about alignment. Writing clean, structured requirements is important. But it's not enough. The real value comes from actively closing gaps in understanding—spotting when something sounds “obvious” but isn’t actually agreed on, and turning assumptions into explicit decisions. Even well-written requirements leave room for interpretation. And that’s where problems begin: • Different teams make different assumptions • Edge cases are understood inconsistently • Decisions are made implicitly instead of explicitly • Misalignment is discovered only during testing — or worse, after release In my experience, good communication makes these gaps visible early. In practice, it often looks like this: • Rephrasing the same requirement for business and technical audiences • Asking one more question when everyone else is ready to move on • Walking through scenarios together instead of relying only on text • Double-checking that understanding is shared, not assumed None of this is glamorous. But it's what prevents rework, frustration, and those “but I thought we agreed on…” conversations. Requirements don’t fail because they’re written badly. They fail because they’re understood differently. And closing that gap — one conversation at a time — is what makes this role so interesting. What’s a misalignment you caught early just by asking the right question?
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Safety first. The recent security and regulatory concerns around frontier AI models have already shown that new capabilities
Safety first. The recent security and regulatory concerns around frontier AI models have already shown that new capabilities may come with slower and more controlled rollouts. @OpenAI GPT-5.6 seems to follow the same logic: limited preview, stronger safeguards, extensive stress testing and red teaming. But what is interesting for Business and System Analysts? Three things caught attention: 1️⃣ Longer, more complex workflows Not just “analyse this requirement”, but work across requirements, meeting notes, API documentation and previous decisions without losing the overall logic. 2️⃣ Better traceability Following the chain from stakeholder input → requirement → business rule → system behaviour → gap or contradiction. This could be particularly useful for large analysis tasks and legacy systems. 3️⃣ More agentic analysis The new max reasoning level and ultra mode with subagents point towards AI coordinating parts of a complex task rather than simply answering one prompt at a time. For analysts, the interesting shift is not that AI writes better requirements. It is that AI is getting better at staying inside the problem long enough to understand the system around them. Worth testing. BusinessAnalyst Traceability ArtificialIntelligence GenerativeAI GPT56 OpenAI
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