It can be challenging to work in an environment clouded by uncertainty. When key stakeholders and decision-makers express doubt, it’s important to take a step back and analyze its causes and potential effects.
Uncertainty often stems from a lack of clarity—whether due to an unclear strategy, a disrupted decision-making process, or a sudden breakdown in communication.
For a professional business analyst, learning to navigate these waters is critical to ensure that business needs are addressed and requirements are met—not only for the success of projects but also for maintaining career relevance within the company.
Through my experience, I’ve learned to focus on three key priorities to navigate uncertainty. These aren’t absolute rules, but they can help you better understand the situation and take action toward your goals.
1. Strengthen your communication pipelines
Understand how information flows through your company and build relationships that keep you informed during times of uncertainty. Identifying trends is key—you want to be able to discuss topics that could impact your work and projects. Stay updated on other project statuses, larger strategic shifts, executive changes, funding rounds, and other critical business developments.
Diversify your contacts to create an “insiders” network spanning different business lines, especially if you’re an individual contributor. A strong support group or community can help you anticipate strategic moves and stay ahead of changes.
Of course, speculation and gossip are off-limits. Always respect internal (and project) guidelines when sharing information.
2. Understand the Company’s agenda
Projects are influenced by factors beyond our control, but tracking just one key indicator can help guide your next steps: Is the project still a priority for the company?
When uncertainty arises, priorities shift. Projects become variables of adjustment, meaning their future depends on how well they support the company’s new goals and whether their complexity-to-return ratio remains favorable. This is especially true for projects that fall outside the company’s core business.
Typically, it goes like this:
- Non-prioritized projects are put on hold for reassessment.
- Reassessment happens at higher levels, beyond the project manager and business analyst.
- Upper management makes a decision and communicates it to stakeholders.
- In some cases, project managers may influence the outcome, but the sponsor’s position is usually the deciding factor.
A good example is how DEI (Diversity, Equity, and Inclusion) initiatives in U.S. companies have been affected by shifting corporate priorities. How will this context impact HR-led programs is something that will be interesting to follow.
Strategic shifts like these aren’t rare—they happen at different scales and for various reasons. Having a clear understanding of the company’s agenda and how your project aligns with current priorities is critical in uncertain times.
3. Stick to the reality of the situation
I’ve learned that the best way to navigate uncertainty is to stay grounded in reality. We often react by overanalyzing potential scenarios or freezing in place, but both can be counterproductive if the situation is evolving in a different direction.
Understanding whether the current state is stable or shifting is key to assessing risks and opportunities. Staying close to key stakeholders and the project sponsor is crucial—they are often the first to feel and influence changes within the company.
Being reality-driven also means leveraging your neutrality as a business analyst or strategy professional. This allows you to adapt your course of action effectively as the situation evolves. The goal is to remain alert and ensure your actions align with the company’s revised priorities. Changes in projects shouldn’t be directly related to the PM or BA at hand.
At the end of the day, navigating uncertainty requires a combination of clear communication, proximity to key stakeholders, and a commitment to adaptability. By continually monitoring the situation, we can mitigate risks, pivot when necessary, and ensure our work continues to create value.