First, let me be clear—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.’) If your Business Partners don’t understand or trust basic IT services, they aren’t going to invest their time and energy in developing a strong relationship with the IT organization. They aren’t going to look to that organization for the more strategic and higher value opportunities that might be made possible through information and IT. So, while Service Management is a crucial building block for any IT organization looking to improve their performance and value delivered, it is not the whole story. And ITIL® is an effective framework for establishing good Service Management discipline. However, it does not fully address the more strategic aspects of driving business value realization from information and IT.
ITIL®: Necessary, but Not Sufficient
Unfortunately, one aspect of the ITIL framework is referred to as Business Relationship Management (BRM). But 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 and embodied in the APMG-International accredited Business Relationship Management Professional® and Certificate of Business Relationship Management® training and certification.