This is the second in a short series of posts I will be writing about business value realization and the role of IT, and in particular, the role of Business Relationship Management.

In the first post in this series, I described what it means to realize business value and how business value can be influenced through the Business Relationship Management (BRM) role. I then examined the types of activities in which a BRM engages, and classified BRM activities into two types — Relationship-centric activities that depend upon the ‘customer-intimate’ nature of the BRM-business relationship — things that could not be achieved effectively without that relationship, and Process-centric activities that depend upon robust processes, such as Project Management, Program Management, Service Management and those associated with process frameworks such as ITIL and COBIT.

How Do BRMs Allocate their Time?

I recently conducted a research project on BRM time allocation — I wanted to find out where BRMs spend their time, and where they believe they should be spending their time. Here is an analysis of preliminary data collected in late September, 2014 from 40 BRMs globally, over 75% of whom have over 1 year experience in their role, and 1/3rd have more than 3 years experience. I have emphasized the Relationship-centric activities with bold type/Apple Casual font and Process-centric activities with italic type/Arial font. To the left is the reporting of current BRM time allocation and to the right is the ideal BRM time allocation as reported by the BRMs.

BRM Time Allocation Bar Chart

Key Observations

The top 3 activities by time allocation among BRMs in this sample are Business Support, Project Support and Communication. Note that the top two are Process-centric, and that BRMs spend over 50% of their time on Process-centric activities. Compare this with their ideal time allocation, which would have the top 3 activities as Demand Shaping, Communication and IT Leadership, and in total, would have only 34% of their time on Process-centric activities.

Process-centric vs. Relationship-centric Activities – Why Is This Important?

The BRM role should emphasize Relationship-centric activities. It is essentially about the Customer Intimate value discipline — one of the three value disciplines articulated by Michael Treacy and Fred Wiersema in the seminal 1997 book, “The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market.” The primary purposes of the BRM role are to strengthen the Business-IT relationship and through that relationship, shape and influence business demand and optimize solution usage in order to elevate the business value realized from information and IT,

By contrast, activities such as Business Support, Project Support, Service Management, etc. are best suited to organizations optimized for the Operational Excellence value discipline, where the emphasis is on robust processes and continuous improvement rather than strong relationships. Any time spent by BRMs on these activities not only detracts from the Relationship-centric activities, but may actually mask dysfunctionalities elsewhere in the IT organization.

The lesson? Don’t squander expensive and scarce BRM time (and the valued time of their business partners) on activities that don’t depend upon “relationship capital”!

In the next post in this series, I will drill deeper into BRM time allocation and its relationship with business value realization.

Note: My next on-line BRMP Certification course is being held across 3 Tuesdays—November 4, 11 and 18 . For details, please click here.