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The Value of Business Relationship Management? A 3-Fold Increase in IT Effectiveness!

Highly respected McKinsey & Company has just published a ground breaking research report entitled, "Partnering to shape the future—IT's new imperative." The opening statement powerfully expresses the raison d'être for Business Relationship Management: "When IT acts as a partner to the business, rather than as a technology consultant or supplier of IT services, the benefits are [...]

Razing Silos with Business Relationship Management

  IT Organizations are complex organisms that have to deal with rapidly changing, complicated subjects. Such environments are fascinating places for organizational archaeologists and anthropologists to study, revealing layer upon layer of legacy architectures, organizing structures, artifacts and sub-cultures. While the technologies we manage change quickly, the methods and structures we use to manage them [...]

Why ITIL® Can Be Dangerous to Business Relationship Management Health

While establishing robust Service Management discipline is essential 'table stakes' for an IT organization with low supply maturity (i.e., one that is not good at keeping the proverbial 'lights on and trains running on time') it does not address the most important and powerful capabilities for driving business value realization from information and IT. And while ITIL® can be an effective framework for establishing good Service Management discipline, the ITIL framework describes BRM from a mostly tactical and operational perspective—a woefully restricted flavor of BRM compared to that described by Business Relationship Management Institute (BRMI) and embodied in the APMG-International accredited Business Relationship Management Professional® and Certificate of Business Relationship Management® training and certification. BRMI's Business Relationship Maturity Model defines five levels of relationship maturity. ITIL focuses on reaching Level 3—Service Provider. This is certainly significantly better than an Ad Hoc or Order Taker relationship, but should not be the ultimate relationship ambition, and should not be the primary focus for the BRM.

Business Relationship Management is a Contact Sport!

I sometimes find my Business Relationship Management (BRM) trainees, coaching and consulting clients assume that BRM is a somewhat passive role, lacking in accountability and without ‘sharp teeth’. This perception is badly mistaken and can be harmful to the successful deployment of the BRM role. Putting on the Boxing Gloves Among my most popular posts [...]

Business Relationship Management with Boxing Gloves!

I love teaching the Business Relationship Management Professional® (BRMP®) course! They say that the best way to learn is to teach, and I always learn from my course participants. I was teaching a course last week and went through my usual routine of asking the participants what metaphors they thought come to mind when they [...]

Are Consultants Providing Bad Business Relationship Management Advice?

Another post inspired by a question from a BRMI member on our BRMI Online Campus - the wiki-based home of the BRM Interactive Body of Knowledge and the platform for BRMI member networking and collaboration.  Here's what the member posted (with minor edits to protect the guilty!): I attended a presentation regarding the evolution of [...]