valueOne of the wonderful things about my role with BRMI is that I get to talk to a lot of people who are part of a Business Relationship Management (BRM) Capability. They usually express gratitude that I am prepared to spend time with them. The reality is that it is me that feels the sense of gratitude—I nearly always learn something new, or get inspired in some way by the conversations.

I was inspired by such a conversation I had with a BRMI member last week.

Project and Program Management Counts

She had a very strong background in Project and Program Management. These are important skills and backgrounds for effective Business Relationship Management, and are often where BRMs are drawn from. I’ve always thought of these competencies as “necessary, but not sufficient.”

Organizational Change Management Counts Even More!

Most notably, she also had a very strong Organizational Change Management (OCM) background. She’s been setting up a new BRM function for a set of shared services that support a very large and diverse business. She has incorporated Organizational Change Management capabilities into their BRM group, and has had some great success. This got me thinking…

BRMI’s BRM Competency Model

BRM DNA with Copyright

First, by way of explanation, BRMI refers to “Organizational Change Management” as “Business Transition Management.”  There’s a couple of reasons for this:

  1. The term “Organizational Change Management” has always been problematic. Often, there’s no “organizational change” actually happening—but a lot of “business transition” that needs to occur.
  2. The term “Change Management” gets confused with technical Change Management, especially in the Service Management domain.

Based on the BRM Competency Model, Business Relationship Management Professional® (BRMP®) training teaches (and the certification exam tests) knowledge of Business Transition Management fundamentals. We see these as an essential BRM competency.

The Big Question…

Should BRM capability always be a focal point for Business Transition Management, unless there’s already a strong Organizational Development (OD) or Human Resources (HR) group that brings OCM capabilities to the table? In practice, I often find that even where there is an OCM-competent OD or HR group, those driving or sponsoring new initiatives that drive business change don’t know how to engage these OCM resources, or how to make the best use of them. For example, they are often engaged way too late to have a real impact. (“OK, it’s time to deploy this new process, wheel in the OCM folk!”)

The BRM and Business Value

Given that one of the main purposes behind the BRM Mission is increasing business value realization from Provider services, capabilities and assets, emphasizing Business Transition Management as an essential part of BRM capability seems logical.

What do y’all think?

Note: My next on-line BRMP Course is being held across 3 Mondays—April 14, 21 and 28, 2014. For details, please click here.

Cartoon courtesy of Zuihitsu

Enhanced by Zemanta