Professional Development
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BRM Knowledge Path | Continuing Professional Development
Measuring a Maestro: How to Really Assess a BRM Capability
You just have been asked to measure the performance of your company’s Business Relationship Management team. Your heart skips a beat; it’s not an easy task, and there is a lot at stake. This is because BRMs employ a unique skill set—each BRM is a maestro, orchestrating business relationships with great finesse in order to […]
The Connection Between Business Relationship Management and Lean-Agile
Over the past few weeks, I’ve spent some time thinking about how to effectively articulate the links between Business Relationship Management and Lean-Agile, which share a bond of purpose that defines, drives, and connects them. Understanding the links between both methodologies is critical, as it is both a value-add for you as a BRM, and […]
Dealing with Disruption Through Strategic IT Partnerships
As disruptive technology sweeps through the insurance industry and start-ups transform the competitive landscape, Baxter Thompson Associates’ Managing Director Jon Baxter explains how corporate companies can adapt to change with the help of strategic IT partnerships. While large organisations typically have an operational focus and change incrementally, the issue today is that disruptive change […]
Measure Your BRM to Change Your BRM
by Jeremy Byrne Now, no one really wants to blow their own trumpet, peacock feathers splayed, and go strutting up and down the workplace shouting about how great they are. However, sometimes this behaviour is necessary to measure your effectiveness and how well your function is performing—although you may want to keep the peacock feathers […]
The Case for Business-Focused BRM Metrics
by Gerry Robinson Recently, while having a discussion with the Vice President of a large retailer’s enterprise applications, I asked him how he gauged the relationship with the business. What I expected was a complex answer, one that included a litany of intense measurements. He paused for a moment, and answered with one of the […]
The BRM’s Guide to Debbie Downers, Negative Nelsons, and Prima Donna Partners
by Bob Faw Here is a little-known fact: if you have the expectation that a person will be negative, that will show in your face, tone, and even in the words that you choose. Your bias will be evident, and in turn the person will react negatively to everything that you communicate, verbally and otherwise. This […]
“X” Marks the Spot: Finding Sources of Value
by Peter Lijnse Modern culture has popularized the golden age of buccaneering. Disney created “Pirates of the Caribbean” and introduced “Yo Ho (A Pirate’s Life for Me)” as an anthem for sailing the seven seas. Years before, Robert Louis Stevenson’s book, Treasure Island, painted a vivid picture of swashbucklers with hoards of doubloons buried on a […]
Transform Your Thinking: Get Yourself Into the Lean-Agile Mindset
by Aaron Monroe The role of a BRM is a tough but rewarding job. Often, you’re asked to be many things to many more people in order to be a strategic partner while also delivering business value. Some of you are an army of one or two, doing your best to help others understand how you can […]
Slow and Steady BRMs Win the Race
by Gerry Robinson I once worked with a wise man who was responsible for the upkeep of a popular community center. The locals were very fond of this place and would visit frequently, having gotten used to its comfortable setting and appearance. In fact, they were so attached to the center as-is, they resisted all […]
CIOs: If BRMs Fail, We Fail
Learn more on this topic and come away with practical takeaways by registering for LEF’s half day training on Friday, April 15th as part of BRMConnect in Charlotte, NC. This Executive Session will help you answer the following questions: Do you, as the CIO, understand your role as a leader in making BRM a success in your enterprise? Do you […]
Moving Forward: Why You Should Sign Up for a Mentor-Mentee Program, Part 2
by Suresh GP Professional development today focuses on two key aspects: skills development and capability development. Organizations spend lots of time and effort grooming new employees by following a rigorous neo-orientation or induction program, in order to get them familiarized with the new culture, design, and operations of the company. Many companies use the practice […]
BRM is the Answer
by Seema Sutradhar I am immensely grateful that I found BRM Institute and became a part of this vibrant community, particularly after taking the BRMP course and learning just how helpful the certification is. Through the incredible online discussions and training materials on BRM Institute’s Online Campus, I was elated to finally gain the affirmations […]
Culture Shock: Developing a Workplace Culture that Fosters Your Brand-New BRM Capability
by DeWayne Cassel When an organization makes the commitment to implement a BRM capability, the issue of culture shock is often an understatement. BRM challenges many traditional philosophies right from the beginning, which is why a well-thought-out plan is a must-have to address any resulting organizational concerns and reactions. In this article, I will address […]
Dealing with Organizational Politics – All Part of the BRM’s Kitbag
by Robina Chatham, Research Associate, Leading Edge Forum This article originally appeared on the Leading Edge Forum blog here: https://leadingedgeforum.com/publication/dealing-with-organizational-politics/ In the workplace, organizational politics are a fact of life. Organizations, being made up of people, are essentially political institutions. All business professionals need to be adept at dealing with political situations, but some are better […]
BRM Capability: Strategic Planning and Roadmapping
by Santosh Kadatare As the CIO, how can a BRM help me? What does a BRM actually do on a day-to-day basis? What is a BRM accountable for? These questions (and many more!) are on the minds of many CIOs who haven’t yet embraced some form of IT and business partnership. Furthermore, why do CIOs demand answers to these […]
BRMs, Are You Too Busy to be Strategic?
One of the most common issues I hear from Business Relationship Managers is that they are too busy to be strategic (or just too busy—period!) In today’s downsized business climate, most people indeed feel too busy. The issue is real. When the traditional employer-employee pact—“You work for us until you retire, and we will take […]
The Case for BRM: Example Scenarios
by Joe Topinka The following are examples of real-world scenarios that paved the way for the BRM role at three different companies. This is a companion white-paper to The Case for BRM: A Practical Framework for Your CEO Conversation. Use this document to guide your BRM Capabilities business case. Each of the following scenarios leverages field […]
Adopting the BRM Capability at the University of Oxford’s IT Services
by Tony Brett Back in August, I had the pleasure of taking the Business Relationship Management Professional (BRMP) foundation course, and followed by passing the exam a few weeks later. It was especially helpful to complete this online course alongside a colleague, as we had plenty of opportunity to reflect on how the topics […]