In a recent interview for The Brazilian BA Guest, Lawrence Gingold shared his perspective on business advocacy as the central idea behind modern business analysis. With more than 30 years of experience working across finance, data, and enterprise transformation, Gingold argues that the true purpose of business analysis is to advocate for business outcomes rather than simply document requirements.
According to him, while tools, technologies, and methodologies evolve, the essence of business analysis remains the same: helping organizations understand their needs and guiding them toward the most valuable solutions.
Watch the other episodes in this podcast series featuring interviews with experts from around the world.
From Accounting to Business Analysis
Lawrence’s career began in finance and accounting before moving into IT-related initiatives. Early in his career, he helped large organizations analyze financial data and build shared services structures that centralized operations.
This experience shaped his understanding of business analysis as something deeply connected to business strategy and feasibility. Rather than starting with requirements, Gingold believes analysts should start with a fundamental question:
Why are we doing this initiative in the first place?
He emphasizes that a strong business case and a clear understanding of investment value should precede any technical implementation.
The Business Analyst as a Business Advocate
One of the most compelling ideas from the interview is Gingold’s definition of the business analyst as a business advocate.
In this role, the analyst acts as a bridge between business stakeholders and technology teams. However, the responsibility goes beyond translation. A good business analyst should challenge assumptions on both sides.
For example, the analyst might question:
- Business requests that simply replicate legacy processes without considering better alternatives
- Technology teams that jump too quickly to technical solutions before understanding the underlying need
By doing so, business analysts help organizations stay focused on outcomes rather than solutions.
Why Process Thinking Matters
Gingold also highlights business process analysis as a critical capability for analysts.
For him, processes are not just diagrams or documentation artifacts. They are the backbone that connects people, technology, and organizational outcomes.
He explains the relationship this way:
Process enabled by people and technology
In this perspective, technology should serve the process, not define it. Understanding processes allows analysts to break down complex problems, visualize the desired outcomes, and guide implementation teams with clarity.
The Current Crossroads of the Profession
According to Gingold, business analysis is currently at a crossroads.
In some organizations, business analysts are heavily embedded within IT teams and focus on functional specifications and technical documentation. In others, analysts work closer to the business, helping define processes, shape business cases, and guide strategic initiatives.
He believes that technological advances — especially SaaS platforms and AI — will push the profession back toward its business roots. As technology becomes easier to implement, the real challenge becomes understanding what the business actually needs.
Business Analysis as a Career Foundation
Another interesting perspective from the interview is Gingold’s view that business analysis is less a fixed role and more a foundational skill set.
Just as accountants may eventually become finance leaders or CFOs, business analysts can evolve into many different leadership roles. The analytical mindset developed through business analysis can support careers in:
- Strategy
- Product leadership
- Operations
- Enterprise architecture
- Executive management
In fact, Gingold suggests that the ultimate business advocate in any organization should be its leadership.
Advice for Aspiring Business Analysts
For professionals considering a career in business analysis, Gingold offers several key recommendations:
- Focus on business outcomes, not just system implementation
- Develop strong business case and feasibility analysis skills
- Learn to challenge assumptions constructively
- Build expertise in process modeling and problem decomposition
- Seek mentorship and continuous learning opportunities
He also emphasizes that business analysis should not be seen as a junior administrative role.
“It’s not a note-taking job. It’s a thinking job.”
Final Thoughts
Lawrence Gingold’s perspective reinforces a growing movement within the profession: business analysis is most valuable when it remains deeply connected to business strategy and outcomes.
As organizations navigate digital transformation, data complexity, and AI-driven change, the need for professionals who can advocate for the business — and guide decisions with clarity — is likely to grow.
Business analysts who embrace this business advocacy mindset will be well positioned to shape the future of organizations.
References
- Lawrence Gingold LinkedIn Profile
- LinkedIn Post Lawrence referenced in the Interview: BA to Boardroom
- Other episodes of The Brazilian BA Guests on the Current State of Business Analysis
