Most strategic initiatives fail not because of poor execution, but because critical questions go unasked during planning. Yet business analysis, the discipline built around asking those questions, is rarely present when strategy is formed. 

This session makes the case for repositioning business analysis as a core capability in strategy formation, not just delivery. Through practical techniques and real strategic challenges, attendees will discover how analysts can shape better decisions at the point where they matter most: before commitments are made, assumptions harden, and course correction becomes expensive. 
The session also explores what it takes to operate effectively at the strategic level: the skills, the mindset, and the organizational navigation required to bring analytical rigor into strategic discussions.