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January 2016 - In This Issue:
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Hey there!
One of the fantastic benefits of the BRM Explorers™ membership is this monthly periodical, which is chock full of data, insights, and perspective that are absolutely essential for today's Business Relationship Managers. We hope you enjoy this month's edition. Be sure to forward it to other members of your team who could benefit from joining BRM Explorers, our FREE membership!
Are you new to the field of business relationship management? Are you curious to learn more? If the answer to any of those questions is yes, get ready to embark on the exciting journey of professional development and accelerated career growth today! Being a member of our rapidly growing BRM Explorers™ community now is FREE. But we encourage you to consider becoming a Professional member to get the most knowledge, to connect with peers, and to learn HOW to implement a BRM capability! Professional BRMI members have access to the same resources and much more! Stay informed on the latest BRM trends and events alongside over 15,000 leading business executive professionals around the globe!
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YOU MAXIMIZE BUSINESS VALUE. WE MAXIMIZE YOUR POTENTIAL. ®
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Vidant Health - Greenville, NC
AmerisourceBergen - Frisco, TX
Vidant Health - Greenville, NC
Looking for a business relationship management opportunity, or are you looking to hire a business relationship manager?
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BRMiBOK
Take advantage of our Interactive Body of Knowledge (BRMiBOK) to learn more about the best BRM tools, techniques, models, and leading practices.
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Despite the crucial role that IT plays in the modern enterprise and its potential benefits when used strategically, many Boards of Directors resist interacting with their CIOs. The reasoning for this is because board members often lack a fundamental understanding of IT, and sometimes even mistrust IT people and their leader, the CIO. At worst, the board's doubt in the CIO's ability to articulate and deliver business value --- combined with the fear of having to listen to techno-drivel --- is enough to keep even the chief technologist at bay. At best, the CFO (who speaks the board's language) becomes the intermediary for all things IT.
To make matters worse, CIOs often do not mesh well with their CXO team peers either, plunging below the "peer" status in the CXO team and earning the reputation of a "lower-case c" executive officer. Unsurprisingly, the result is an ineffective and often estranged IT function, whose best hope is to merely align itself with the business, rather than becoming an integral part of it.
Therefore, the CIO is faced with a digital catch-22. >>
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A few years ago, I had the chance to sit down with a CIO of a top global consumer goods company. The discussion opened up politely enough, and after a certain time the discussion moved to the relationship between IT and the business. To my surprise, when I asked about business relationship managers, the CIO quickly corrected my terminology and asked me not to use that word in the organization. When I pressed her for more information, she explained that the business had a poor view of business relationship management, due to a failed launch by the previous CIO. She admitted that although the practice of BRM was needed-and that she was absolutely implementing it --- I was just not allowed to use the term. >> |
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It's a new year...time to make new BRM resolutions!
Register for BRMConnect 2016 now to make powerful connections, gain the knowledge your organization needs, and engage in experiences that will make memories and connections to last a lifetime!
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Every year, I promise myself that I will not write a post predicting the coming year, but the New Year rolls along and boom, here I am starting to think about what 2016 will hold. And here I am writing a post about it!
I'll be honest with you --- if you were to look back at my past end-of-the-year posts, many of the same process-centric activities would pop up time and time again (much like dieting or quitting smoking). Eventually, it does start to sound like a broken record, unless you have a plan, a trusted guide, and solid intentions to change --- all of which, thanks to BRMI, I now have. >>
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I'll let you all in on a little secret: out of all my responsibilities as the Managing Editor here at BRMI, interviewing one of our incredible members for the monthly member spotlight might be my favorite one. Every month, it's a fresh chance for me to be blown away by how inspiring, committed, and multi-dimensional you all are --- as if you all don't make that clear in your day-to-day lives already.
To be honest, when I first interviewed Marlene, I didn't know whether I wanted to work with her, train with her, or just listen to her talk forever about her passion for BRM (or D) all of the above). Yes, she's that cool. >>
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As a voracious consumer of information, I spend many of my waking hours reading and researching a number of topics, most of which have to do with Lean, Agile, or Technology. Not only is it critical that I stay up to speed on these topics, but I'm also fascinated by the rapidly decreasing space between Business and Technology strategies.
These are exciting times for those of us in the Lean-Agile space. What was kickstarted by a group of Development Managers at the Snowbird Ski Resort in Utah (or, if you go back a little further, an article in the January 1986 issue of Harvard Business Review) has snowballed into a full-fledged movement, with many companies choosing to introduce Lean or Agile practices to their organization in an effort to solve operational challenges and position their company for growth. >>
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We are pleased to present the results of the 2015 Business Relationship Management Survey!
As you prepare your 2016 career and professional development goals, make sure that you review the report on the findings of the 2015 Business Relationship Management Salary Survey and uncover the elements that have the greatest influence on your salary as a BRM!
Remember, the Salary Survey is a BRMI professional member-only benefit, so enjoy your exclusive access to the salary survey results!
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When an organization makes the commitment to implement a BRM capability, the issue of culture shock is often an understatement. BRM challenges many traditional philosophies right from the beginning, which is why a well-thought-out plan is a must-have to address any resulting organizational concerns and reactions.
In this article, I will address the following to help ease the transition to a BRM capability. >>
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I am immensely grateful that I found BRMI and became a part of this vibrant community, particularly after taking the BRMP course and learning just how helpful the certification is. Through the incredible online discussions and training materials on BRMI's Online Campus, I was elated to finally gain the affirmations I had been looking for in my professional life.
My guess is that my journey through the IT industry may be familiar to many of us. >>
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Join us as we celebrate International BRM Day on Thursday, February 11th!
On this day, in an effort to grab the world's attention, we are asking YOU and your BRMI team to post selfies with the hashtag #BRMDay.
But that's not all...we want to invite you to join us in a very valuable session we will be holding called BRMI Unplugged. On February 11th, Aaron Barnes, Aleksandr Zhuk, and Vaughan Merlyn will be on the line from 11 am to 1 pm EST, and we invite YOU to dial in, ask questions, request advice, and have conversations around key issues that you're facing! Led by the founders of BRMI, this online session will be two hours of pure knowledge!
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Professional development today focuses on two key aspects: Skills development and capability development. Organizations spend lots of time and effort grooming new employees by following a rigorous neo-orientation or induction program, in order to get them familiarized with the new culture, design, and operations of the company.
Many companies use the practice of the buddy system, in which people can go ahead and catch up with their "buddies" in an informal setting after the orientation session. Presumably, the goal is to become well-versed in the nuances of being a good fit within the organizational environment. Despite the widespread use of the buddy system during and after orientation, though, it does have its limitations. >>
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When I first considered the role of the BRM in B2B (Business-to-Business) collaboration, the visual that immediately came to mind was that of two businesses sharing information, and I wondered what role BRM would play in this interaction. However, as I began to think about my experiences as a BRM, I realized that there was much more to the topic than I originally assumed.
First, let's take a deeper look to establish what a Business Relationship Management capability entails, followed by what is meant by B2B collaboration. Then I will define what must transpire in order for a BRM to pierce the boundaries of B2B collaboration. >>
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2016 Business Relationship Management Institute. All rights reserved.
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