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 understand how advanced firms are organizing and driving their BRM development programmes?
- Is framing your narrative of BRM strong enough to deliver to the CEO?
- Is identifying the right people with the right attributes for BRM clear to you and your leadership team?
- Are you using proven BRM techniques and frameworks to move your organization from technology provider to business partner and peer?
Article by Ibrahim Jackson, Regional Director, Leading Edge Forum
This article originally appeared on the Leading Edge Forum blog here: https://leadingedgeforum.com/publication/cio-if-brms-fail-we-fail/
Chief Information Officers (CIOs) everywhere are realizing the tool to success 
when it comes to business relationship management.
That is to say, CIOs are beginning to recognize the importance of strengthening their business relationship management (BRM) capability. It’s not enough to implement business relationship management and believe it will be successful on autopilot. In order to be strategic and thrive with business counterparts, CIOs must champion BRM programmes by creating a supportive environment in the workplace, ensuring the right people are in the right positions doing the right things, and providing necessary tools and techniques for success. Let me elaborate on these necessities:
Establishing a supportive environment
For Business Relationship Management to lead and drive value throughout the firm, a supportive culture must be in place, whereby a consistent narrative around BRM is expressed by business and technology partners. It’s also important to cascade this messaging throughout your organization, so as to position the BRM as a trusted advisor who is able to co-develop strategy and projects with business partners. BRMs rely on colleagues within other business functions to provide transparency and awareness of future and current plans, just as much as BRMs rely on their IT counterparts to be accessible and supportive in enabling technological capabilities. This is how BRMs gain trust and advocacy in both areas.
“Successful BRMs tend to have strong communication, consulting, and negotiating skills, as well as the personal power (and management backing) needed to sustain credibility, empathy, and trust even while coping with difficult situations.”
David Moschella, Research Director, Leading Edge Forum
Hiring BRMs who are the right fit for your organization
I’m often asked if it’s best to recruit BRMs from within IT or from other business units. I have found that it’s not about the BRM’s background, so much as it is about the basic and advanced skills BRMs should possess. The basic skills? Technological know-how and business acumen. On a more advanced level, BRMs should add personal presence, entrepreneurial passion, and a high level of autonomy with accountability to drive significant business results. Visionary CIOs act as role models for their BRMs, maintaining the most senior relationship with key business executives. They understand by making investments in these individuals, high-achieving BRMs will have a career trajectory that ascends into executive roles, regardless of whether they are within IT.
Techniques, frameworks, and tools
CIOs and technology executives appreciate that the unique styles and understanding of business relationship management of different BRMs is not a one-size-fits-all approach. However, there are techniques, frameworks, and a variety of simple tools to encourage consistency and completeness when capturing and sharing insights. These can also help shape demand towards appropriate solutions and drive world-class experiences through IT. Methods for linking business drivers with technology, developing situational awareness, exploring emerging technology, operating with agility, and a number of other practices can strengthen your BRM capability.
“My advice is to start with questions about the business and not about technology, and speak in language they can engage with.”
Mike Bowden, Former CIO and Advisor, Leading Edge Forum
Getting into the early meetings
“The acid test of a successful BRM is whether they succeed in being included in the early meetings regarding a major business or change initiative. It is in the early meetings, before decisions have been taken on the basic approach and required business changes, that the BRM has the best opportunity to add value. LEF research indicates that the BRM will only be invited to participate if business colleagues value their input in general, and not just on IT issues. If, however, the BRM is called in only after the direction has been set, then this is a sign that strong relationships have not been established, and that the BRMs contribution is going to be tactical at best.”
Kirt Mead, Senior Consultant, Leading Edge Forum
To hear more of Ibrahim’s views, sign-up for his “BRM Keys to Success” webinar on