Pedagogy of the UK Government Business Relationship Manager

As an early-career mid-senior Business Relationship Manager in the bustling corridors of HM Treasury, where policy meets technology at the core of UK decision-making, I am pursuing my MSc in Digital and Technology Solutions while developing skills in ITIL 4 and BRMP frameworks. My focus remains on aligning business needs with digital delivery through IT Service Leadership. Along the way, I have relied heavily on soft skills to navigate changes, proving that in BRM, being versatile is a fundamental strength.

Recall the adage: “A jack of all trades is a master of none, but oftentimes better than a master of one.” I reflected on this in a recent post about the Digital Business Partner role, grounded in BRM principles. It is about amplifying voices in our community to inspire IT professionals worldwide, particularly in the US and UK, to embrace adaptability. Let us explore the pedagogy of the Digital Business Partner in UK Government: the art and science of learning that equips BRMs with a broad skill set to drive strategic alignment, joint value creation, and resilience in an AI-powered world.

My Journey: From Soft Skills to Strategic Influence

I did not begin as a BRM specialist. Early on, I depended on soft skills such as clear communication, empathy, and stakeholder engagement, drawn from my studies and practical leadership experiences. Before joining HMT, I served as Executive Assistant to the Group Chief Digital and Information Officer across two major UK Government departments with a shared digital function: Energy Security, and Science, Innovation, and Technology. This role offered proximity to senior leaders, revealing what resonates with them and what does not. I learnt to distil complex information, prioritise under pressure, and deliver concise insights.

Such exposure proved invaluable, accelerating my preparation for BRM, where influencing outcomes and bridging perspectives is central. Technical knowledge developed progressively, driven by the rapid evolution of digital landscapes. This “inch-deep, mile-wide” perspective aligns with the BRM capability framework, emphasising integration across domains rather than dominance in one.

At HMT, the UK’s youngest department with an average staff age around 34, over 50% women, about 25% from ethnic minorities, and 11% declaring disabilities, we operate as a compact team. A small number of BRMs support 3,500 users across 14 core units and 5 arm’s-length bodies on Treasury IT systems. As an early-career professional, I have addressed significant challenges: balancing policy imperatives with technological advancements at the heart of government operations. HMT extends beyond financial analysis; it shapes national strategy through initiatives requiring precise coordination.

Collaboration defines our approach, with responsibilities allocated according to individual strengths—some emphasise stakeholder relations, others technical guidance—but we achieve results through regular alignment meetings. We engage in operational activities when they offer value, such as resolving urgent system issues or supporting ad-hoc projects, thereby enhancing our visibility and promoting the BRM function across the department. However, there is always a risk of being drawn into such operational matters, including projects and project management, particularly with a generalist skill set or outlook. It is essential to resist this temptation where possible; if participation is unavoidable due to clear value and a lack of alternatives, ensure there is a defined end-point and agree a firm date for handover.

Soft skills, supported by continuous professional development, have facilitated progression into technical realms.

My trajectory has encompassed transitions from policy support to digital operations amid disruptions, cultivating adaptability, perseverance, and a user-centred focus. These attributes apply universally to BRMs, underscoring versatility as a priority.

Further enhancing this foundation, my engagement with advanced studies in leadership, innovation, and management has equipped me to foster innovative practices within teams, ensuring that BRM efforts not only align with current demands but also anticipate future organisational needs.

The Power of the Generalist in Digital Transformation

In an era where AI is transforming service provision and policy development, the Digital Business Partner’s expansive skill set proves indispensable. BRM involves orchestration rather than accumulation of knowledge—integrating IT service management, technology, operations, and compliance to achieve strategic coherence.

The generalist model promotes resilience and innovation in unpredictable environments. Specialists excel in isolated fields, but with technology advancing rapidly—such as AI applications or cloud transitions—a limited scope can hinder responsiveness. Generalists, by contrast, link disciplines, identifying synergies that others might overlook.

This integration reflects the BRM philosophy, combining business, policy, and user insights with technology to generate meaningful value.

In government contexts, with resource constraints and fluctuating priorities, this agility is essential. At HMT, it entails managing diverse responsibilities—from leading discussions on emerging technologies to optimising operations with existing infrastructure—while maintaining alignment with objectives.

The generalist’s advantage lies in adaptability and synthesis. Success derives not from exhaustive technical mastery but from posing pertinent questions and convening appropriate experts.

Satya Nadella captures this breadth: “Be passionate and bold. Always keep learning. You stop doing useful things if you don’t learn.” For BRMs, this commitment to continuous development transforms generalists into dynamic contributors, adept at managing complexity. In the AI landscape, where innovations emerge swiftly, rapid learning distinguishes us—that is why I have pursued targeted training in AI fundamentals to advance HMT’s aims.

Within an outsourced IT model like most UK government departments, BRMs serve as the vital interface, ensuring alignment between internal needs and external providers, mitigating risks in multi-vendor arrangements via SIAM frameworks. BRM’s coordinate with IT service teams, leadership, suppliers, arm’s-length bodies, and core business units as advocates for the customer, emphasising inclusivity and user-centric design.

Leaders, often constrained by time and susceptible to insular perspectives, rely on BRMs for Gemba walks—direct observations of processes—and accurate feedback on the voice of the customer. An effective strategy I have employed is organising a Live Speaker Series, enabling senior leaders to address the business while gathering data through polls and engagement metrics. These insights inform communications, staff upskilling, and skills mapping. This series also allows me to promote the BRM function across the business and the broader Government Digital & Data profession.

Challenges such as limited resources and bureaucratic processes endure, yet certifications in ITIL 4 and advanced BRM qualifications maintain our proactivity, demonstrating how generalists adapt effectively in dynamic conditions.

For IT professionals considering BRM: Advanced technical credentials are not prerequisites. Begin with soft skills—negotiation, active listening, and emotional intelligence; develop the rest through continuous professional development. I have observed colleagues progress from support roles to influential positions by adopting this approach, acquiring AI knowledge via focused programmes while applying BRM principles in practice. Globally—from US federal agencies facing budgetary scrutiny to UK public sectors—this flexibility cultivates leaders. I also contribute to government-wide networks and communities of practice, gaining deeper insights into operations and needs. These engagements provide informal feedback crucial for improvement—highlighting inefficiencies or evolving expectations not captured in formal channels. As BRMs, we offer internal consultancy on matters from policy adjustments to technology implementations, with a key emphasis on embedding accessibility for inclusive digital services.

This pathway, informed by team feedback, ensures flexibility, awareness of funding, and knowledge sharing, complementing formal frameworks to foster lifelong learning—adaptable for BRMs globally. Drawing from degree-level apprenticeships, it integrates practical experience with academic rigour, enhancing leadership and innovation in management practices.

Breaking Down Silos, Enhancing Outcomes

Versatility dismantles barriers. Throughout my career in the UK Civil Service, I’ve worked in different professions, such as Operational Delivery and Government Digital & Data, however, within my BRM role I’ve had to connect and support staff across diverse government professions—from legal to finance and economics to policy and project delivery—over 28 professions in total, each with its own unique frameworks and capabilities. Yet, what most staff share today is that Government Digital & Data has become their secondary or tertiary profession, and increasingly, people are waking up to this reality, recognising the need for broader adaptability. This inverts the ‘master of one’ paradigm. With AI advancing rapidly, specialised depth risks obsolescence—BRM pedagogy emphasises curious, collaborative, value-oriented learning. BRM Institute certifications have transformed my challenges into strengths; I encourage others to engage similarly.

A Call to Action: Serve as the Connector

To BRMs worldwide: Embrace your versatile nature. For emerging IT professionals: Enter BRM with soft skills as your foundation; technical proficiency follows through continuous professional development. At HMT, our team’s influence demonstrates its feasibility—co-creating value at the core of government.

Let us collaborate further. Share your experiences in the comments or connect on LinkedIn. Together, we elevate the BRM discourse, affirming adaptability as the foundation for sustained achievement.