BRMs: We Can Do Anything, but Not Everything
Few things remain constant in the business environment, with the exception of resources and capital. However, these things aren’t necessarily unique to IT—so why is there frustration when IT fails to do everything asked of them, and how do we challenge this?
In order to ensure our focus on what truly contributes to business value, BRMs must be able to challenge which initiatives are requested and when.
Technology is something that now transcends most business functions, meaning that most business change will require IT involvement at some level to enable this change. This, however, creates a level of noise and work that is unsustainable when you add in the strategic and large-change programmes within many IT functions.
In order to be seen as a strategic partner, BRMs must stop being subservient to the wider business within a change capacity.
“Does it stack up against the other activities the business is asking us to do?”
It is not only okay for BRMs to question whether we should be focusing on a certain initiative (and if executive leadership would find this initiative to be a value-add), it is critical.
The practice of discussing and fully understanding the business strategy and the primary objectives that underpin it lead to a consistent focus on what brings the most value to the business and its partners. As strategic partners to the business, BRMs gain unique insight into the business strategy and have a responsibility to uphold it wherever possible.
Simon Matthews has 20 years of experience in technology delivery within a wide range of industries and has delivered transformation change projects in challenging environments such as telephony, commercial FMCG, and the cruise industry. He is a Cunard Technology business partner and serves as the single point of contact for the Cunard leadership team in discussions on strategic roadmaps and resulting technology requirements.
