State of evolution over time in a company’s use of IT, first as a means of reducing cost, then as a means of adding value, then as a means of innovation and value creation
While establishing robust Service Management discipline is essential 'table stakes' for an IT organization with low supply maturity (i.e., one that is not good at keeping the proverbial 'lights on and trains running on time') it does not address the most important and powerful capabilities for driving business value realization from information and IT. And while ITIL® can be an effective framework for establishing good Service Management discipline, the ITIL framework describes BRM from a mostly tactical and operational perspective—a woefully restricted flavor of BRM compared to that described by Business Relationship Management Institute (BRMI) and embodied in the APMG-International accredited Business Relationship Management Professional® and Certificate of Business Relationship Management® training and certification. BRMI's Business Relationship Maturity Model defines five levels of relationship maturity. ITIL focuses on reaching Level 3—Service Provider. This is certainly significantly better than an Ad Hoc or Order Taker relationship, but should not be the ultimate relationship ambition, and should not be the primary focus for the BRM.
Some years ago it seemed that much of my management consulting work was helping large, complex corporations implement some form of global shared business services. This was always challenging, disruptive, but ultimately fascinating work. There were always significant benefits to be had (cost savings, service improvements, increased leverage and collaboration) and in some cases, figuring […]
Engagement is a term often used when discussing the relationship between an IT organization and the business units it serves. It’s interesting (and amusing!) to look at the many meanings ascribed to the verb, “engage” (from Dictionary.com). Most of these apply quite well to the context of business-IT engagement:
Attract and hold by influence or power
Announcing the Inaugural Instructor-Led On-line Business Relationship Management Professional Course
I am very excited to announce that I will be teaching the upcoming inaugural Business Relationship Management Professional™ (BRMP™) training and certification program on 3 days over a 3-week period, starting September 9, 2013 and continuing on September 16 and September 23.
This course is intended for the entry-level to intermediate Business Relationship Manager, with the […]
Driving Business-IT Convergence – The Evolving Role of the Business Relationship Manager (Part 2 of 2)
In Part 1 of this 2-part series I defined the BRM role – with the caveat that it is by no means standardized. In fact, as far as IT Service Management standards such as ITIL® and ISO/IEC 20000 are formalizing the existence of the Business Relationship Manager (BRM) role and corresponding process as a new […]
Driving Business-IT Convergence – The Evolving Role of the Business Relationship Manager (Part 1 of 2)
I’m seeing a surge of interest in the emerging role of the Business Relationship Manager (BRM) as a key position that sits between a shared services organization (most frequently IT) and its business partner. This is an internal role that should not be confused with the similarly titled externally-facing role common in banks and financial […]
This is another post triggered by a reader’s question emailed to me. Here’s his question (some details have been omitted to preserve anonymity).
I was searching for information around Business-IT engagement but have yet to really come across anything with substance. I’m looking to better connect with the business unit managers to formulate an IT strategy. The […]