CAPITA
Data Communications (DCC)
Business Analyst - SMETS1 Smart metering Programme
June 2017 to Present
Dragon Food:
Head of Digital Service (October 2016 to February 2017)
Metropolitan Police, London, UK:
2006 – 2017 - Special Police Constable
2014 – August 2016: Senior Business System Analyst for projects including Digital Assets Management System (DAMS), SARA Problem Solving, Analytics and Reporting, Safer Transport Police Dashboard Camera, Catering Outsourcing, CBRN database.
2013 – 2014: Senior Business System Analyst for Service Oriented Architecture (SOA) for Core Policing End-to-End (Police response to incidents (emergency 999 calls / non-emergency 101 calls) -> Deployment to scenes -> Primary investigation -> Victim Support -> Secondary investigation -> Arrest -> Custody -> Prosecution -> Criminal & Justice -> Court Resulting) programme.
2012 – 2013: Senior Business System Analyst / Senior Project Manager for the Next Generation Desktop project.
2008 – 2012 – Senior Business System Analyst / Senior Project Manager for the Olympic ICT programme. Delivered the ICT infrastructure for the Olympic Police Station at the Athletes Village, Olympic Forward Command Point at the Olympic Park, Olympic Joint Marine Co-ordination Cell on the River Thames, Olympic Road Race Forward Command Post in Central London and Olympic Police Transportation SatNav system. Delivered ICT solutions for Olympic Accreditation (security checks and accreditation pass data & photo transfer protocol).
2008 – Secondment to the Beijing Olympic Games for 4 weeks with the Metropolitan Police
2006 – 2007 – Senior Information Analyst for the Met Modernisation Programme, Management of Police Information
2005 – Senior Technologist for the National Special Branch Technology Unit (NSBTU) conducting analysis and design for national secured network and I.T. applications. Developed Vetting clearance status
2004 – Chief Business System Analyst for the MetHR enhancement programme. for 55,000 employees in the Metropolitan Police
2002 – 2003 – Process Mapping Architect for the “Justice-for-London” Metropolitan Police and Crown Prosecution Service joint up programme
Gardner predicts that by 2030, synthetic data will outweigh real data in AI model training, meaning more than 50% (likely well over) of data used in AI systems will be artificially generated
Artificial intelligence creates synthetic data – information that doesn’t exist in the real world. Unlike data drawn from actual events, people, or objects, synthetic data is entirely machine-made. It’s not rooted in human experience. In short, it’s artificial.
Yet, this fabricated data is infiltrating our lives. From training AI models and powering virtual assistants to generating images, voices, and videos, synthetic data is everywhere. Thanks to technological leaps, it can now look and sound astonishingly lifelike. Deepfake videos, for instance, can convincingly depict someone saying or doing something they never did. The boundary between real and fake is growing hazy.
This prompts a troubling question: are we losing our grip on reality?
The Rise of Artificial Worlds
Generative AI makes it effortless to craft virtual environments populated by synthetic characters, stories, and interactions. These digital realms may feel vivid and immersive, but they’re entirely fabricated. The Metaverse is a prime example – a space where AI-generated content constructs an alternate version of existence.
For some, these worlds are magnetic. They offer comfort, excitement, or control that the real world often lacks. What begins as curiosity can spiral into habit, even obsession. In extreme cases, people immerse themselves so deeply in these synthetic spaces that they neglect their actual lives.
They forget to eat. They stop socialising. They skip work. Self-care fades. The digital world becomes their primary reality, while the physical one slips away.
A Digital Addiction?
This behaviour mirrors addiction. Like gambling or substance misuse, the pull of artificial worlds can be relentless. People return repeatedly, chasing the thrill of a flawless image, a convincing deepfake, or an idealised avatar crafted by algorithms.
These spaces aren’t just entertainment. They offer a sense of limitless control, where users can shape experiences to their desires. But the deeper they dive, the more they detach from reality.
This is a serious concern. We risk nurturing a generation ill-equipped to navigate the real world – a world that’s messy, unpredictable, and imperfect.
Why Real Data Matters
Real data, captured from human observation or experience, has a vital edge over its synthetic counterpart: it reflects life. It’s rich with noise, errors, context, and emotion. It captures how people genuinely think, feel, and act in their environment.
Synthetic data, by contrast, is a derivative. Often built from real data patterns, it lacks the depth and spontaneity of lived experience. While useful for tasks like training AI models – especially where privacy or scale is an issue – it’s no substitute for reality. Confusing the two is a mistake.
The Threat to Human Connection
Overreliance on synthetic data risks creating a world that mirrors our desires rather than our truths. It’s tempting to surround ourselves with AI-generated voices that echo our views, images that flatter us, or information that reinforces our beliefs.
This may feel reassuring, but it’s harmful. It stifles personal growth, erodes empathy, and weakens our resilience to real-world challenges. We drift not only from reality but also from each other.
Human relationships thrive on trust, shared experiences, and authentic history. No matter how lifelike, artificial replicas can’t replicate these. A chat with an AI bot may simulate warmth, but it lacks true understanding. It’s no replacement for a friend, family member, or loved one.
Where Do We Go From Here?
Synthetic data has undeniable value. Used thoughtfully, it can enhance systems, solve problems, and drive innovation. But we must maintain a clear distinction between real and artificial. Education, awareness, and robust ethical guidelines are essential to help people – especially younger generations – forge a balanced relationship with technology.
We must also prioritise real-world experiences: face-to-face conversations, direct observation of our surroundings, and opinions grounded in what we see and feel, not just what machines generate.
The more we inhabit artificial worlds, the more we must question: are we living our own lives, or merely watching a simulation? Is technology our tool, or our trap?
Synthetic data is here to stay. Let’s ensure we stay, too – firmly rooted in the real world.
About the author:
Dr Kitty Hung, a BCS Fellow, BCS CITP and member of IIBA, gained her PhD in Computer Science from the University of Sheffield, UK in 1999. She has over 26 years of experience with a career spanning business analysis, project management and business consultancy roles at various prestigious organisations including Cell Structures, London Business School, London Metropolitan Police, Capita, Raytheon Technologies, and AtkinsRéalis having successfully delivered business critical and large-scale projects and programmes for Central Government and Commercial Sectors covering policing, national security, telecommunications, defence, transportation, aviation, disruptive and emerging technologies. Her recent publication of her book titled: “Business Analysis in the era of Generative AI” which has reached the Amazon #1 Best Seller chart has added particular credibility to her future-focused insights.
Artificial Intelligence (AI) is rapidly transforming the business landscape, reshaping job roles, refining decision-making and streamlining operations across industries. For Business Analysts (BAs), this evolution presents both challenges and exciting opportunities. Understanding how AI shapes the BA role and possessing the skills in using various AI tools and adapting accordingly will be crucial for BA to thrive in this dynamic environment.
The Evolving Role of Business Analysts
Traditionally, BA’s have been instrumental and pivotal in bridging the gap between business needs and technological solutions. BA’s expertise lies in requirements gathering, process and data analysis, facilitating communication between stakeholders and development teams and more importantly assuring technological solutions are fit-for-purpose.
With the increasing adoption of AI in particular Generative AI, some of the BA artefacts and documentation that once consumed a significant portion of a BA’s time can now be automatically generated by AI. BAs are to validate the accuracy of the AI outputs and to fine tune them to meet the goals. AI technologies are increasingly automating mundane and repetitive tasks, freeing up BAs to concentrate on more meaningful and strategic work. This automation is leading to increased workplace efficiency and can significantly streamline operations, ultimately reducing operational costs by requiring less time and resources for manual tasks. For BA’s, this means less time spent on drawing diagrams from scratch, routine data compilation, report generation or other rule-based tasks hence more time for higher-level analytical and strategic contributions.
Augmentation, Not Replacement: AI as a Human Ally
Rather than rendering the BA role obsolete, AI can act as a powerful assistant to BA’s, augmenting complex work and elevating decision-making capabilities. AI provides data-driven insights that empower BAs in decision support capabilities in order to tackle complex challenges and devise effective strategies more efficiently. This means that BAs can leverage AI to:
Gain Deeper Insights
AI can analyse vast datasets to identify patterns and generate insights far quicker and more accurately than manual methods. This allows BAs to move past the obvious analysis and uncover deeper and hidden trends and correlations, leading to more robust business solutions and strategies.
Boost Decision-Making
AI-driven insights facilitate more informed (backed by data) strategic decisions. BAs can use the predictive analytics and trend forecasts generated by AI to anticipate business change, assess risks and recommend more effective solutions.
Streamline Operations and Workflows
AI and Generative AI are increasingly used to automate business processes to improve efficiency and to save cost across various industries. BAs can utilise AI to help streamline operations. BAs can play a key role in monitoring AI-driven workflows and making necessary adjustments based on AI performance metrics, requiring their human oversight and critical decision-making.
New Opportunities and Required Skills
Although the emergency of AI will automate certain jobs traditionally performed by humans, AI also creates new roles and responsibilities and BAs are uniquely positioned to embrace some of these emerging roles. BAs can expand their horizon to become a Prompt Engineer or an AI Ethicist. The core competencies of a BA make them ideal for problem solving and bridging the gap between AI capabilities and business objectives.
To excel in an AI-driven world, BAs must upskill to focus on areas where human intelligence and empathy remain indispensable. Below is how BAs can proactively adapt and lead:
Develop Strategic AI Vision
BAs should actively learn to integrate AI technologies into their strategic planning, understanding how AI can truly uplift business operations and decision-making to achieve specific organisational goals.
Proficiency in AI and Generative AI Tools
As AI and Generative AI are new technologies, the possibility to obtain on-the-job training is limited. Therefore, BA’s need to embark on self-learning and research by enrolling in online courses on platforms such as Coursera, LinkedIn Learning and other AI learning providers. BAs can also join AI communities, attend online and in-person events. Then BAs can start practising by applying insights to real-world scenarios relevant to business analysis.
Master AI Output Interpretation
It is crucial for BAs to cultivate a strong blend of analytical skills and deepen their domain knowledge. This enables BA’s to effectively interpret complex AI outputs, including AI-generated synthetic data and clearly communicate these insights to stakeholders and customers for informed decision-making.
Oversee AI-Driven Workflows
BAs must actively monitor AI-driven processes, ensuring smooth operations and desired outcomes. Be prepared to make necessary adjustments to workflows based on AI performance metrics, leveraging our human oversight and critical decision-making.
Champion Ethical AI Practices
BAs can integrate ethical consideration into project development lifecycle and even day-to-day business activities by advocating for fair and transparent AI systems. This involves promoting integrity, morality, governance, inclusion and transparency within AI applications, ensuring unbiased and non-discriminative outcomes.
Refine Communication of AI Concepts
BA’s can hone their communication skills to clearly convey complex AI concepts to diverse audiences, including non-technical stakeholders. Clear communication fosters collaboration and aligns teams towards common goals.
Lead Stakeholder Alignment for AI Initiatives
BAs can proactively work to understand the varied perspectives and interests of all stakeholders involved in AI projects. BAs can also facilitate collaboration and establish common goals to unify efforts and drive successful outcomes.
Prioritise High-Impact AI Areas
BAs can strategically direct their efforts towards areas where AI can deliver the most significant contributions to organisational success. Prioritising tasks in AI-driven environments is essential for magnifying productivity and achieving key business objectives.
Conclusion
AI technologies are undoubtedly groundbreaking and they are reshaping job roles, allowing BAs to focus on higher-level tasks and creativity. This also means a shift from purely rule-based functional tasks to more strategic, interpretive and oversight-oriented responsibilities. By embracing AI as a powerful tool and proactively developing the necessary strategic, analytical and communication skills, BAs can not only prosper but also lead their organisations in harnessing AI’s immense potential for innovation and growth. Organisations must adapt to this evolving environment to remain competitive and successful. The future of BA roles is not one to be replaced but one to be evolved and heightened impact.
About the author:
Dr Kitty Hung, a BCS Fellow, BCS CITP and member of IIBA, gained her PhD in Computer Science from the University of Sheffield, UK in 1999. She has nearly 3 decades of experience with a career spanning technology research, business analysis, project management and business consultancy roles at various prestigious organisations including Cell Structures, London Business School, London Metropolitan Police, Capita, Raytheon Technologies, and AtkinsRéalis having successfully delivered business critical and large-scale projects and programmes for Central Government and Commercial Sectors covering policing, national security, telecommunications, defence, transportation, aviation, disruptive and emerging technologies. Her recent publication of her book titled: “Business Analysis in the era of Generative AI” which has reached the Amazon #1 Best Seller chart has added particular credibility to her future-focused insights.