BRM- New Age or Timeless?
I recently overheard an IT senior executive refer to business relationship management (BRM) as a “New Age Thing”.
This comment annoyed me at first, but then I realized that BRM might indeed seem novel to those entrenched in outdated (a.k.a Stone Age) practices.
Here is what I mean by “Stone Age” in this context:
· Neglecting User Needs and Business Outcomes: Assuming it is sufficient to launch new platforms and products/services without truly understanding users and their needs
· Order-Taker Mentality: Operating as an order-taker rather than shaping, surfacing and stimulating demand
· IT-Business Chasm: Deepening the divide between business and IT by not advocating for shared ownership of outcomes
· Fragmented Operations: Encouraging attitudes that fragment IT operations instead of fostering a culture of collaboration inspired by a shared purpose
· Misguided Metrics: Using metrics focused on demonstrating activity rather than measuring impact
· Taking People for Granted: Failing to appreciate and engage people in the right way
If you’re still reading, you probably understand the outdated practices I’m talking about.
So, how new is BRM really?
On October 15th 1996, John Rockart, Michael Earl and Jeanne Ross published an article titled “Eight Imperatives for the New IT Organisation” in the MIT Sloan Management Review. Their conclusions, drawn from a three-year study of new IT management practices in fifty firms and a comparative study of IT organizations in four countries, were clear:
“IT personnel at all levels must develop strong, on-going partnerships with line managers. Only through these relationships can the necessary communication occur to ensure that both business and technology capabilities are integrated into effective solutions for each level of the business.
In an effective relationship, IT professionals and line managers work together to understand business opportunities, determine needed functionality, choose among technology options, and decide when urgent business needs demand sacrificing technical excellence…”
The study emphasised that effective IT-business relationships are one of the three major resources—alongside IT human resources and technology infrastructure—that IT executives must manage well to deliver value to a firm.
This is just one of several studies over the years that highlight the need for IT departments to shift their blinkered focus from technology alone to building stronger relationships. Now, in the age of AI, these relationships are more important than ever. Foundry’s State of CIO 2024 report underscores the need for IT executives and their teams to position themselves as strategic partners rather than mere providers of technology products and services.
The question of how old or new BRM is becomes irrelevant.
What is clear is that IT leaders, along with their teams, need to shift mindsets and behaviours to embrace the collaborative, relationship-focused approach that BRM represents.
This is an ongoing effort that requires dedication and a commitment to evolving with the changing times.
About the Author
Malini Jayaganesh is Director Emeritus of the Business Relationship Management Institute.
As a Strategic Advisor and Coach with ITSM Hub she helps CIOs elevate their organisation’s IT-Business Relationship Management capability.