Enabling Change Co-Creation & Career Development: The Business Analysis and Service Design Service Frameworks

THE SERVICE CONCEPT

The nature and characteristics of ‘service’ have been the subject of research and discussion for many years. This research has resulted in definitions of the service concept, including the following:

The application of competences for the benefit of another (Vargo and Akaka, 2009, p.32).

The process of using one’s resources to create value with and for the benefit of another actor (Wieland et al, 2012).

The focus of these definitions is on achieving beneficial outcomes for others, typically the intended audience or ‘customer ‘ of a particular service.

Business analysts and service designers are employed to offer services to their organisations. These services require them to collaborate with other digital change professionals to enable their organisations to deliver the stated value propositions and achieve desired business outcomes. A service view helps ensure that the focus is collaborative and customer centric.

THE BUSINESS ANALYSIS SERVICE FRAMEWORK

The Business Analysis Service Framework (Paul, 2018), shown in Figure 1, was developed to clarify the business analyst role by identifying the range of services offered by business analysts. The services defined within this framework are intended to offer a basis for customisation as they should be adapted to each organisational context.

Stakeholder Engagement is shown as an auxiliary service because these skills are needed to conduct the work of every business analysis service.

This Framework offers the following benefits:

Provides a means of clarifying the business analyst role.
Defines the extent of the business analyst role.
Offers business analysts a basis for career development and progression.
Enables discussion with executives and senior managers regarding how business analysts may contribute to digital transformation initiatives.

THE SERVICE DESIGN SERVICE FRAMEWORK

The Service Design Service Framework (Hunsley et al, 2025), shown in Figure 2, applies the concept developed in the Business Analysis Service Framework to the service designer role.

This Framework offers the following benefits:

Provides a means of clarifying the service designer role.
Defines the extent of the service designer role.
Offers service designers a basis for career development and progression.
Enables discussion with executives and senior managers regarding how service designers may contribute to the development and deployment of business services.

BA to SD CAREER PROGRESSION

The two service frameworks contain two overlapping services: Situation Investigation and Problem Analysis, and Feasibility Assessment and Business Case Development. Business analysts and service designers require similar skills when they conduct these services and, in some contexts, may require collaboration to deliver these services. Such collaborations also provide a basis for business analysts to develop service designer skills and may help service designers to gain business analysis skills.

Stakeholder Engagement is also present in both Frameworks, clarifying the need for both business analysts and service designers to possess stakeholder engagement skills.

The Service Design Service Framework also sets out where business analysts may develop additional skills that enable them to deliver service design services.

CONCLUSION

The service mindset embraces continuous improvement and recognises the need to focus on outcomes that benefit the organisation. The Service Frameworks define how this concept may be applied to business analysis and service design, and clarify how these disciplines may contribute to their organisations. They also identify areas for collaboration between professional disciplines and help with career development and progression.