Business relationship management is a capability designed to stimulate, surface, and shape business demand across all functions (business units, value streams, sales, marketing, technology, HR, finance, etc.) and ensure that the potential business value from satisfying that demand is captured, optimized, and recognized. A strong BRM capability converges cross-functional teams and eliminates value-depleting organizational silos. It strengthens collaboration and drives a culture of creativity, innovation, and shared ownership across the enterprise so that holistic, innovative, and value-driven strategies are created and deliver their intended business value results.
Cutting Through the Noise: Leveraging Podcasts to Promote Your Organization
As more companies adopt this blog approach their effectiveness diminishes. Enter an even more powerful and novel tool: podcasts. Podcasts have experienced tremendous growth as of late with a monthly listener base reaching 73 million in May of this year.
Business Reputation Management – A Delicate, Yet Powerful Game
Reputation management is essential for all organizations, no matter their size. But the approach to reputation management may not be uniform across the board. While it must be built on the vision statement, the manner in which the goal is achieved varies.
Journey of BRM: Purdue Part 1
Introducing BRM in an operational-focused organization can be viewed as overhead or duplication of effort. As I began to develop this program, it was apparent that I needed to create a new level of transparency around the work. If the BRM program was going to show value, even at an early, tactical stage, we were going to have to provide metrics.
BRM Institute Is Excited to Announce the Release of Two New Knowledge Offerings: BRM Executive Brief and BRM Fundamentals.
With great demand and as a part of our continuous efforts to further Business Relationship Management (BRM) professional standards; BRM Institute is excited to announce the release of two new Knowledge Offerings: BRM Executive Brief and BRM Fundamentals. These offerings build on the existing standards of the BRM Body of Knowledge (BRMBOK).
CULTURE | Why It Concerns You
So I think empathy, honesty, integrity, transparency…that these are the BEHAVIORS that evoke a sense of SAFETY promoting TRUST promoting RELATIONSHIPS to achieve share PURPOSE. That these are the BEHAVIORS that need to be weaved into a CULTURE OF TRUST.
Driving Business Value: A New CoI
This Community of Interest helps BRMs guide their organizations down a value-focused path. Today, many organizations fall short of their goals due to a misalignment between value and strategy. Senior leadership becomes frustrated when they fail to optimize delivered value.
Industry 4.0 Increases the Need for Business Relationship Management
The Industry 4.0 (I4.0) digital revolution is transforming our world and industries. More than ever, CIO’s need to lead the way as businesses grow ever more technological. They need to think offensively about producing value and changes in growth and performance. Leaders that perceive IT as a necessary order-taking center (to be managed as cheaply as possible) make themselves and their organizations obsolete faster than ever.
Agile vs. BRM: What’s the Difference?
BRM is like the compass, responsible for determining the long-term direction and strategy of the organization to ensure the ship arrives at port. Agile strategies are like the sails, responsible for making quick course adjustments to generate value.
Recognized Value Equals Value Embodied
By defining and understanding Recognized Value, BRMs support their businesses from the foundation to the rafters. A Recognized Value = communicated value + perceived value + measurable value of any process, operation or contribution.
BRM Institute Visits Dallas For SIM Connect Live!
As a Strategic Alliance Partner, we were excited to host an exhibitor booth, to be introduced into SIM Chapters across the nation and to have the opportunity to present to their attendees. The chance to further drive awareness and adoption of BRM, as well as the ability to directly engage the C-suite about the value of the BRM profession in an engaging, innovative setting sparked many creative conversations.
Develop Trust To Build Value
Increasing internal communication is so crucial to increasing value for our partners and their continued trust. When things break down or fail (and they will), trust is damaged, and value is greatly diminished. When we work better together, customers feel safe making more demands because they recognize value and they know, even when something goes wrong, we will learn from it and put measures in place to prevent future occurrences.
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: