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March 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 thousands of leading business executive professionals around the globe!
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YOU MAXIMIZE BUSINESS VALUE. WE MAXIMIZE YOUR POTENTIAL. �
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BRMS AS DIGITAL BUSINESS LEADERS
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The Standard - Portland, OR
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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Over the past few weeks, I've spent some time thinking about how to effectively articulate the links between Business Relationship Management and Lean-Agile, which share a bond of purpose that defines, drives, and connects them. Understanding the links between both methodologies is critical, as it is both a value-add for you as a BRM, and a competitive advantage for your company. >>
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THE COUNTDOWN IS ON...
27 DAYS UNTIL
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Our bags are packed and we've got our tickets in hand! What about you?
Where will YOU be on April 12, 2016?
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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"We tend to overvalue the things we can measure and undervalue the things we cannot." John Hayes, Investment Banker
Recently, while having a discussion with the Vice President of a large retailer's enterprise applications, I asked him how he gauged the relationship with the business. What I expected was a complex answer, one that included a litany of intense measurements. He paused for a moment, and answered with one of the best statements I have heard when it comes to measuring the value of BRM. >>
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 As disruptive technology sweeps through the insurance industry and start-ups transform the competitive landscape, Baxter Thompson Associates' Managing Director Jon Baxter explains how corporate companies can adapt to change with the help of strategic IT partnerships. >> |
You just have been asked to measure the performance of your company's Business Relationship Management team. Your heart skips a beat; it's not an easy task, and there is a lot at stake. This is because BRMs employ a unique skill set-each BRM is a maestro, orchestrating business relationships with great finesse in order to discover, create, harvest, and optimize business value. So, how will you go about measuring the BRM team's performance?
Well, for starters, this is fundamentally the wrong question. >>
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Now, no one really wants to blow their own trumpet, peacock feathers splayed, and go strutting up and down the workplace shouting about how great they are. However, sometimes this behaviour is necessary to measure your effectiveness and how well your function is performing-although you may want to keep the peacock feathers to a minimum!
The reasons for this can be easily categorised into the familiar Run, Grow, and Transform framework. >> |
With officially less than a month to go until the first conference of 2016, we have been living, breathing, eating, and sleeping BRMConnect here at BRMI---- so it makes sense that we wanted to learn more about one of the chief masterminds in charge of making it all happen, Marleen Lundy!
An experienced event planner and dedicated member of the BRMI team, Marleen has been working tirelessly around-the-clock to make sure the 2016 BRMConnect conferences are the event series you'll be talking about for the rest of the year. Keep reading to hear more about how she got into the world of event planning, what she's looking forward to the most about BRMConnect, and why she thinks the BRM community is special. >>
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Though my organization does not officially implement the Business Relationship Management process or BRM capability, BRM is really my role. As a 'stealth BRM,' in lieu of established metrics, I look more closely for qualitative measurements of business partner satisfaction. >>
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 As BRMs, we walk a fine line between the business and business functions such as IT, HR, Finance, etc. On one hand, we have the knowledge of the inner workings of our business functions---- we know the people, live the processes, see the potential, and know the weak spots. On the other hand, we also have an in-depth view of the business; we know their goals, see their struggles, understand their pain points, and bear witness when business functions have an impact on their ability to execute their business, whether positive or negative. I'm not saying we're all superheroes, but in the words of Spiderman, "With great power comes great responsibility." >> |
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BRMI EVENTS
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Date
| Details | Presenter | April 12 - 14, 2016
Charlotte, NC | BRMConnect 2016, USA | BRMI | June 28 - 30, 2016
Sydney, Australia | BRMConnect 2016, Australia | BRMI | September 13 - 15, 2016
Banff, Canada | BRMConnect 2016, Canada | BRMI | October 4 - 6, 2016
Amsterdam, Netherlands | BRMConnect 2016, Netherlands | BRMI |
MEMBER PRIVILEGE
SPONSOR EVENTS*
*Please note that these events or course listings are hosted by the sponsor, not BRMI.
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2016 Business Relationship Management Institute. All rights reserved.
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