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Business Relationship Management – Key to Unlocking IT Value Gary Hardy - IT Winners
Business Relationship Management – Key to
Unlocking IT Value
Gary Hardy - IT Winners
Today’s Technology Paradox (the same for many years)
Same old challenges:
• Communication gaps
• Lost value opportunities
• IT is merely a service provider
• IT providers use a “secret language”
• Business leaders not confident
• Poor working practices
Huge potential benefits:
• Incredible technology advances
• Every business improvement requires digital
• Technology now pervasive and part of everything
• No shortage of good practices
Business and IT (and HR and Finance) functions are not aligned – they work in silos!
Today’s Technology Paradox (the future could be different ☺)
Chaos report
50.000 IT enabled Initiatives around the world
29% Successful
✓ Executive Sponsorship✓ Emotional maturity✓User involvement
2017 – The Timing is Right – Never Been More Important
➢ Technology trends– digital businesses, innovation and agility
➢ Technology affects everyone in the enterprise
➢ KING IV – focus on outcomes not just practices
➢ Technology initiatives are really business changes
➢ From support to a business value partnership
➢ IT, HR, and Finance are ALL critical support functions
➢ Shift from alignment to convergence (shared-ownership)
➢ Shift from provider as a commodity / order taker to a strategic partner
About Business Relationship Management Institute
Incorporated in March 2013 with a mission…
“To inspire, promote, and develop excellence in Business Relationship Management
across the globe, leading to outstanding business value for organizations and professional
fulfillment of every individual member of the BRM community”.
• Fulfilled through:
• A learning community of BRM professionals
• A wiki collaboration platform
• BRM Interactive Body of Knowledge™
• Professional BRM training, development and certification
• BRM research and publicationsFind us at: https://brm.institute/
BRM - Focus is on Business Value
Driver( Business “What”)
✓ What are the 2 or 3 critical business outcomes from their strategy plan that thebusiness partner needs to achieve?
Initiatives( Business “How”)
✓ How does the business partner intend to go about achieving these outcomes?
Enablers( Provider “What”)
✓ What capabilities or enablers are needed to implement the initiatives?
IT, HR, Finance( Provider “How”)
✓ How do our services and solutions deliver these capabilities & enablers?
Solution-Based Discussions start with what we provide and seek to establish a
connection with a pressing business partner problem. They tend to be focused
more on the service or solution than the partner’s critical business problem, and
may be appropriate in supporting an existing solution.
Value-Based Discussions start with the business partner’s most pressing
business problems and move from left to right in this chart, eventually making a
direct and often compelling value connection with a specific service or solution.
These discussions may be more appropriate when extending into new services
or developing innovative solutions.
Start Here (sub-optimal)
Start Here (optimal)
BRM – It’s A Way of Working to Converge and Collaborate!
An Art and a Science
The SCIENCE is in the process, method, organisation etc.
The ART is in the communication, personal behaviour, culture and attitude
Business Demand Maturity
Provider Capability Maturity
BRM Competency
Business Relationship
Maturity
BUSINESSVALUE
Ensures creativity, speed, innovation and maximum business value results
BRM Converges Business with IT, HR and Finance
BRM Competencies – BRM DNA™
Scope of the BRMP and CBRMBOK and Certification
BRM Relationships
Maturity Model
Strategic Partner -Shared Goals for maximising value and shared risk and reward
BRM strategic partnering contributes to business strategy formulation & shapes business demand for the provider’s services
IT is unable to make the
business case forIT investmentsfor mitigatingrisks and for
adoptingemerging
technologies.
The business does not
understand ITnor what questions
it should ask of IT..
IT is not seenas a trusted
advisor.
BRM Business IQ: Connector, Orchestrator, Navigator
A TOP scoring ABC card from World-Wide-Workshops > 3000 organizations
Business Relationship Management Stimulates, Surfaces and Shapes
Business demand for a provider’s Products and Services
and ENSURES that the potentialBusiness Value
from those Products and Servicesis Captured, Optimized and Recognized
BRM Portfolio Management Optimises Investments
IT does notfully understand which businessdemands are important in
terms of benefits realization,
Cost reduction orrisk optimization..
IT decides priority ofchanges
Business managersInsist all THEIRInvestments inIT have priority over other IT investments
BRM Provider Domain – Services Integrate With Business Capabilities
IT reports areinternally focusedand the businessdoes not know
what it should beasking fromIT in terms of reports.
IT is not awareof the impact of
outages onvalue realizationor business risk and is unable to
make the case forinvesting in ITSM.
BRM Business Transition Management – More than Just Change Enablement
70%DON’T GET
VALUEFROM
IMPROVEMENTINITIATIVES
Business Transition Management ensures
that business areas impacted by an initiative are:
identified,
they understand and
are prepared for
the business transition
(not just the technology transition)
so that disruption to business operations is minimised and
the full value of the project is achieved.
BRM – Personal Communications – Emotional Intelligence
Business does not share strategy, doesnot govern IT,
does not LISTEN to IT
and blames IT
IT is technologyfocused and
has no insightInto strategy,
blames businessand is frustrated
business doesnot LISTEN
to IT
BRM Planning Technique – Relationship Strategy on a Page
Shared Vision What is the common set of goals and objectives to which both parties are committed?
Relationship Characteristics
What focused and collaborative initiatives must we undertake to reach these goals?
How will we know that we are succeeding in developing these characteristics?
Operating Principles What changes are necessary in how we do business?
Performance Measures
KeyInitiatives
What characteristics and capabilities do we need in the relationship to achieve the shared vision?
Takeaways
Shared ownership is key:
• All on the same page
• Driven by business partner value goals
• Working as a team (collaboration)
• At all levels from strategic to tactical
• “Skin in the game” – Win or Fall together
• BRM is the Key to Unlocking Technology Value!
