The Important Role of Business Relationship Management (BRM) for IT Teams

As part of our work, one of the things that we often run into is a disconnect between technology teams and the business units they serve. We find there is insufficient consistent, ongoing communication and collaboration between the groups, which leads to friction, frustration and divergence. 

Left unchecked, this can result in the technology team becoming a supplier, an order taker and not the strategic partner and the enabler of organizational change that we see successful IT teams becoming.

There are various tactics to tackle this issue, but one we’ve seen good success with is the Business Relationship Management (BRM) model. This is where a strategic liaison / business partner function to bridge the gap between Information Technology (IT) and business units is put in place. 

In the ideal world and in larger organizations, Business Relationship Manager’s are dedicated full-time positions assigned to a portfolio of teams or departments. This is often not viable for smaller organizations, and in these cases, IT leaders and IT management team members may share the BRM responsibility.

Understanding the Purpose

At its core, the BRM model is intended to open up consistent lines of communication to foster stronger, more productive relationships between IT and business units. By serving as the chief liaison, BRMs actively facilitate and promote communication, collaboration, and alignment between strategic objectives of different departments and technology initiatives. They help business units navigate the complexity of IT, explore ideas and turn them into realizable initiatives, projects and programs. The goal here is to enable business units to realize opportunities, to shape demand and ensure that IT services and capabilities continue to meet the evolving needs and priorities of various stakeholders across the organization.

Key Responsibilities:

The BRM wears multiple hats, serving as a trusted advisor, strategic consultant, and advocate for both IT and business units. 

The BRM plays a pivotal role in fostering, building, and maintaining relationships with leadership and staff across all levels, especially key decision-makers. They establish reliable and trusting partnerships with service area leadership and staff, along with IT, serving as active translators of information between the groups. 

Additionally, BRMs develop a deep understanding of the business goals, objectives, and key processes of each assigned business unit. They communicate relevant business goals, objectives, and issues to IT management and staff, ensuring alignment with organizational priorities. BRMs also manage stakeholder satisfaction with all IT services, identify opportunities for optimization and improvement in IT service management processes, and evangelize the corporate technology vision while creating capacity within non-IT staff to do the same.

Maxims for Success:

BRMs operate by several guiding principles for success. They advocate for their customers within IT and ensure their needs are addressed effectively. BRMs continuously seek to expand their knowledge, learning from various sources within and outside the organization. 

Building strong relationships is paramount, as BRMs rely on their ability to influence key stakeholders. They earn credibility by delivering results and avoiding bureaucratic processes to facilitate effective collaboration. BRMs prioritize simplicity and action, seeking to simplify requirements and solutions for swift implementation while taking the initiative to address obstacles and opportunities. 

Lastly, BRMs uphold integrity, prioritize ethical decision-making, and are committed to doing what is right for the organization and its stakeholders.

Partnerships are Central to Digital Transformation:

As municipalities push forward on their digital transformation journeys - partnership between business and technology teams, a BRM program emerges as a linchpin for success. By fostering collaboration, driving innovation, and aligning business objectives and technology programs, BRMs can play a pivotal role in shaping the future. As we all embrace this new era of technology-enabled service delivery, the BRM stands at the forefront, forging partnerships, exploring opportunities, driving change and unlocking new possibilities for municipalities and their constituents alike.

For more, click here to review a guide to being a BRM that we prepared to support a client that was establishing their own BRM program: https://static1.squarespace.com/static/58895a5dd482e90e1b160d07/t/5b1964e1758d467a5c501c79/1528390881975/Guide+to+being+a+Business+Relationship+Manager.pdf