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Beyond technical knowledge: The essential skills that make great Business Analysts

People & Culture

Learning & Development

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Photo of Ciara Slack, who is smiling at the camera in front of a colourful backdrop and wearing a birght orange scarf

People Development Manager

If you’re preparing for a Business Analyst interview, technical knowledge matters. But it’s rarely what makes the difference.

In this blog, Ciara Slack, People Development Manager at Opencast, reflects on what it really takes to succeed as a Business Analyst, and why the skills that matter most might not be the ones you'd expect.

Last month, I spent a morning back at Newcastle University Business School — the same place I completed my International Business Management degree some years ago. It’s always slightly surreal returning to places that shaped your early career!

This time I was there representing Opencast as part of a Mock Assessment Day for students on the MSc Business Analytics programme. Alongside colleagues from Atom Bank and the Bank of England, we were invited to give students a taste of what an assessment process might feel like in the real world.

My role was to run mock interviews with six students across the morning, followed by group feedback sessions exploring their interview approach, how they structured their answers, how they evidenced examples, and how they thought on their feet under a bit of pressure.

I went into the session slightly apprehensive. I was interviewing Master’s students about a discipline I don’t personally claim deep expertise in: Business Analysis.

So, I chose a slightly different approach…

A group of seven people stand in a row in front of a large screen displaying the text “Welcome! MSc Business Analytics Mock Assessment Day, 11 March 2026.” The group is in a room with green walls and wooden flooring. Some individuals wear name badges, and a few laptops and bags are visible in the background, along with other people in the room.

A focus on Essential Skills

Rather than focusing heavily on technical questions, I centred the conversations around the essential skills that underpin any technical discipline — the capabilities that allow people to translate knowledge into impact in real organisations.

We talked specifically about:

• Communication

• Problem-solving

• Stakeholder awareness

• Critical thinking

In many ways, these are the capabilities that sit at the heart of effective Business Analysis. They’re also the kinds of skills we spend a lot of time thinking about at Opencast — how they develop, how they show up in practice, and how we as an organisation can create environments where our people continue to strengthen them throughout their employment with us.

In fact, at Opencast we’re increasingly exploring how Essential Skills feature more intentionally in our own interview processes. Technical expertise will always matter, particularly in consultancy, but it’s often these underlying capabilities — how someone communicates, thinks critically, navigates stakeholders and approaches problems — that determine how effectively that expertise translates into real impact. In many ways, these skills form the foundation on which truly excellent technical capability is built.

Reflections on the interviews

What struck me most about the students was how confident and relaxed many of them were, much less nervous than I would have been! Also how open they were to hearing and reflecting on my feedback. There was a real willingness to learn!

What also became clear was the variation in preparation levels. Some students had clearly spent time thinking about how to structure answers and evidence their skills, while others were still figuring out how to translate their experiences into compelling examples.

One piece of advice I shared with them was simple:

Never underestimate your examples.

A person stands at the front of a bright room, speaking to a group gathered around a table covered with sticky notes, paper and workshop materials. Several people are standing and listening, viewed from behind. Large windows let in natural light, and a presentation screen is visible in the background.
A wide hallway inside a modern building shows several people walking in both directions. Large floor‑to‑ceiling windows line the left side, allowing natural light to fill the space. Screens and framed displays are mounted on the walls, and study or meeting areas are visible through openings on the right. The corridor has a reflective floor and high ceiling with rows of lights.

A strong example of problem-solving doesn’t have to come from a corporate Business Analyst role. It might come from a university project, a part-time job in a shop or takeaway, or organising something outside of work, or in one student’s case — navigating a relationship break-up! What matters is your ability to explain the situation, your thinking, and the impact of what you did. In other words, essential skills show up everywhere — if you know how to recognise and articulate them.

Early feedback from the students suggested this approach was helpful, particularly in helping them think about how to prepare for interviews in the real world.

Building the foundations

Overall, the morning was a great reminder that while technical disciplines like Business Analysis are constantly evolving, the essential skills that sit behind great work remain remarkably consistent. Communication, analytical thinking, curiosity and stakeholder awareness are what enable people to turn knowledge into meaningful impact. If we can help students recognise and strengthen those skills early in their careers, we give them a much stronger foundation to build truly excellent technical expertise.

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