See CIO.com Movers and Shakers Vaughan Merlyn interview.
I reviewed Martha Heller’s last book, The CIO Paradox: Battling the Contradictions of IT Leadership back in October 2012, because I thought it was an important book for my typical blog readership, the IT community. When Martha invited me to review her new book, I jumped at the opportunity because:
I respect Martha’s perspective—she is both an IT executive […]
This post proposes that we have been through two distinct eras of IT leadership, and are entering a third—one that is fundamentally different from prior eras. While the first two eras were characterized by centralized leadership, the emerging third era is dispersed and networked, emphasizing a different set of skills for IT leaders. This is not a return to the old ‘decentralized’ IT operating model of times long gone, and explains the emergence of the Business Relationship Manager as a key IT leadership role.
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.
The more I teach, the more I learn! Last week I wrote about the boxing metaphor for Business Relationship Management–a metaphor that surfaced during a recent onsite Business Relationship Management Professional® (BRMP®) certification course I was teaching. This week, a new and surprising metaphor surfaced in my online version of the course–that of Synchronicity Coach.
This is the second in a series of posts about common failure modes I come across in the deployment of a Business Relationship Management (BRM) role and/or capability.
In Part 1 in this series I discussed two common failure modes:
Failure Mode #1: Where the BRM is positioned as the “Single Point of Contact” between a provider […]
When I launched this blog on September 21, 2007, my opening post declared:
I’ve named this blog “IT Organization Circa 2017″ in an attempt to position the domain of interest – what will the IT Organization inside businesses, governments and other organized entities look like in 10 years (2017) and how did they get there?”
I went on […]
Driving Business-IT Convergence – The Evolving Role of the Business Relationship Manager (Part 2 of 2)
In Part 1 of this 2-part series I defined the BRM role – with the caveat that it is by no means standardized. In fact, as far as IT Service Management standards such as ITIL® and ISO/IEC 20000 are formalizing the existence of the Business Relationship Manager (BRM) role and corresponding process as a new […]
Driving Business-IT Convergence – The Evolving Role of the Business Relationship Manager (Part 1 of 2)
I’m seeing a surge of interest in the emerging role of the Business Relationship Manager (BRM) as a key position that sits between a shared services organization (most frequently IT) and its business partner. This is an internal role that should not be confused with the similarly titled externally-facing role common in banks and financial […]