A business relationship management capability is everything it takes, both visible and invisible, to nurture relationships in an organization. Examples of visible components are meetings, artifacts, and professional development, while examples of invisible components are knowledge learned, experience gained, trust, and confidence-building. Used effectively, these components build the endless reserve of energy necessary to evolve culture, build partnerships, drive value, and satisfy purpose.
The business relationship management capability facilitates culture advancement, driving it to one of trust, creativity, innovation, authenticity, and shared ownership across the organization. A mature business relationship management capability converges cross-functional teams to create holistic strategies that deliver organizational value and meaningful results.
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The Mozart of Communication
There are truly so many parallels to draw between an orchestrator and a BRM which, when followed, could help cultivate effective and efficient meetings with amazing results! The following steps are my personal reflections of what I believe are steps in the right direction:
BRM – The Missing Link for IT!
How can BRM help heal the relationship division, close the communication chasm and ensure that IT delivers business value?
Twelve delegates, representing different organizations, branches and levels of BRM Maturity assembled to explore this question and to identify concrete relationship improvement actions.
People BRM Job Description
HR BRMS are “blended executives” who possess a diverse, highly prized set of skills and experiences. As such, good HR BRMs are hard to find, so companies in search of BRM professionals should know exactly what skills and training they need BRM candidates to bring to the table.
BRM Job Description
BRMS are “blended executives” who possess a diverse, highly prized set of skills and experiences. As such, good BRMs are hard to find, so companies in search of BRM professionals should know exactly what skills and training they need BRM candidates to bring to the table.
BRM Institute and Heller Search Associates Announce Global Strategic Alliance
A BRM capability converges business and IT, positioning IT as a business leading peer and driving a culture of creativity, innovation, and shared ownership across the enterprise. This results in an increase of holistic strategies created to deliver their intended business value results.
IT As A Crucial Participant, Not An Afterthought
Executives don’t want a costly group of individuals to simply keep the lights on, they need IT leaders who can be strategic and innovative. This search for innovation is stimulating the recent increase of leadership transition at the helm of the IT freighter.
Long awaited and highly requested, Strategic Partnering Approach Workshop and supporting content, BRM Playbook, are released!
We are pleased to announce the public release of the Strategic Partnering Approach Workshop and supporting content, the Business Relationship Management Playbook. The Strategic Partnering Approach Workshop is an Application path on the BRM Knowledge Path to Success. The BRM Playbook is breakthrough content for business relationship management capability success and an extension to the Business Relationship Management Interactive Body of Knowledge (BRMiBOK®).
The Evolution of Business Relationship Management (BRM) as Both A Capability and Role
Republished from APMG International with permission, Mart Rovers, president of InterProm USA corporation and a top IT service management consultant and trainer, explains how BRM has evolved as both a role and capability.
BRM Institute Introduces the Business Relationship Management Knowledge Path to Success (BRM KPTS)
BRM Institute Introduces the Business Relationship Management Knowledge Path to Success with four paths: Introduction, Certification, Application, and Results. These paths provide businesses and business leaders with knowledge to make BRM successful as a discipline, individually, and as an organization.
It’s time to define business value the way your business partners do
If BRMs have a strong work ethic, completed checklists, a good relationship with business partners, and metrics showing positive results—what are companies looking for when they say they want value?
When the Blame Game Begins: The Five ‘Whys’ of Strained Business Relationships
Developed by Sakichi Toyoda for the Toyota Industries Corporation, the ‘Five Whys’ is a simple question-asking technique that explores the causes and effects underlying broken-down business relationships.
A qui la faute? Echec des relations d’affaires : Les cinq « pourquoi »
Développé par Sakichi Toyoda pour la société Toyota Industries Corporation, le «Five Whys» est une technique simple de recherche de questions qui explore les causes et les effets sous-jacents des relations d’affaires en panne.
Digital transformation…disruption…here we go again! Is it just fake news?
Read the second installment of Paul Wilkinson’s BRM saga, which brings BRM theory and models to life in the form of a film script. It’s time for you to act! What would your CEO want you to do?
Announcing Business Relationship Management Playbook, a breakthrough set of guidance and techniques for business professionals.
BRM Institute plans for Q1 2018 release of the Business Relationship Management Playbook: Leveraging a BRM Capability to Drive Business Value, Build Strategic Partnerships, and Evolve Enterprise Culture
[White Paper] The Human Experience in the Digital Age
Download BRM Institute’s newest white paper, “The Human Experience in the Digital Age.” Written by Steve Plante, this white paper discusses how people worldwide are able to be human again with the help of digital capabilities, purpose-based social systems, and the rise of business relationship management.
A relationship management cadence keeps BRMs in sync with strategy.
As business relationship managers, we depend on relationships with other business functions to be successful, but it can be easy to fall out of sync with business strategy and struggle to get the right type of information out of your function. To get ahead of these issues, we must put BRM approaches in place that eliminate value-depleting siloes and converge business functions.
Common Pitfalls to Avoid to Ensure BRM Success
Instead of using BRMs as a single point of contact, combining the BRM role with other roles, and working in silos, organizations looking to build or rebuild the BRM capability should follow these tips.
Business Relationship Manager: What’s in a Name?
The lack of clarity surrounding BRM job titles across different industries serves no positive purpose. The BRM function is so critical in this day and age that it must be assigned job titles that clearly spell out its value, both inside and outside of IT.