BRM Capability

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 culturebuild partnershipsdrive 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.


Click here to learn more on: BRM Capability DefinedBRM Capability Success


The Mozart of Communication

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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!

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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.

HR People BRM

People BRM Job Description

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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.

Ultimate IT BRM Job Description

BRM Job Description

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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.

Heller Search Strategic Alliance

BRM Institute and Heller Search Associates Announce Global Strategic Alliance

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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

IT As A Crucial Participant, Not An Afterthought

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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.

Strategic Partnering Approach

Long awaited and highly requested, Strategic Partnering Approach Workshop and supporting content, BRM Playbook, are released!

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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®).

[White Paper] The Human Experience in the Digital Age

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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.

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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.

Business Relationship Manager: What’s in a Name?

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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.

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