FROM THE BOARD
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FROM THE BOARD
Business Relationship Management : Does Your Organization Need It ?
by Jana McDonald Texas A & M University
ACUTA Director-at-Large , 2016 – 2017
STRATEGIC PARTNER
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TRUSTED ADVISOR
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SERVICE PROVIDER
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ORDER TAKER
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AD HOC
Does your organization need Business Relationship Management ( BRM )? The answer is a resounding “ Yes ,” whether you are a small college , large university , or corporate partner . BRM , the liaison between the business and IT , is key in any organization .
Officially , BRM stimulates , surfaces , and shapes business demand for a provider ’ s products and services and ensures that the potential business value from those products and services is captured , optimized , and recognized . What does that really mean ? BRM helps both the business side ( customers ) and provider ( IT ) work together to understand how IT can provide value to the business and work toward creating a strategic partnership . The “ Business Relationship Management Maturity Model ” provides a scale of five maturation levels leading to the ultimate goal of Strategic Partner .
Ad Hoc organizations , commonly known as “ Loudest In , First Out ,” are run very chaotically , with no clearly defined business processes . The value perceived by the customer is little to none , the product too expensive . Typically , you use Ad Hoc businesses when you have no alternative .
“ Service Provider ” is where IT gets it right most of the time on daily routines , but big projects may not run quite as smoothly . The business sees IT as providing some value , but not enough to trust them with a seat at the executive table .
Level 4 is a Trusted Advisor , where there is mutual respect between the two organizations , and they both understand that by working together they can increase the perceived value . At the top , Strategic Partner , the business and IT are in sync , the business realizes IT is critical to their success , and IT is there to support the business . The further you move up the ladder , the more engaged the business and partner become , thus creating shared goals and value realization .
Two things are important to keep in mind when thinking about the Business Relationship Maturity Model . First , the provider ( IT ), will not always be at the same stage with all of their customers , depending on the maturity levels of both organizations . For example , you may have smaller departmental IT units across the campus that are your customers . Some of these units may be very organized and mature in their operations , while others may be disorganized . As IT , you would be at two different levels on the Maturity Model with these customers . The business and provider move up together on the chain ; it has to be a mutual growth , not one-sided .
Secondly , you do not necessarily want to be a Strategic Partner will all of your customers . Some might never have a vision and goals that are aligned with your mission , and that is perfectly fine . For example , would you want to have a strategic partnership with an international hamburger chain ? Probably not . Personally I would like them to be nothing more than a Level 2 Order Taker , where I engage the business when I need something , and they leave me alone when I do not .
Business Relationship Management Professionals ( BRMPs ) bring value to an organization as the go-between for the business and the provider — advocates for both sides . One main goal of a BRMP is to enhance communication and increase value between the two groups . Honesty and transparency help increase the business partner experience , which in turn leads to the partner sharing more information , in turn allows IT to plan appropriately , thus creating a positive experience , and the cycle continues . This process allows for better project performance and increased customer satisfaction , moving the business partner relationship up on the maturity ladder .
In the Real World How does this play out in the real world , and what noticeable benefits can be expected ? Think of BRMPs as your “ high-level ” customer service reps . They should have a seat at the executive table on both the partner side and the IT side . If the ultimate goal of BRMP is to work toward a strategic partnership , how can one effectively achieve this without understanding the business ’ values and principles , as well as IT ’ s ? Ideally , BRM- Ps should meet with their partners at least three or four times a year . During the initial meetings , BRM should be explained and the purpose and expected outcomes identified . The following are several key initiatives implemented at Texas A & M University :
• Improve the flow of information between IT and our partners
• Increase our partners ’ ability to easily gain access to services and supporting information
• Transition our organization from a commodity broker to a strategic partner
• Offer improved visibility among IT leaders to stimulate ideas and conversation , identify partner needs and opportunities , and shape the IT service offering to meet partner demand . continued on page 8 ➦
9 Winter 2017 ACUTA Journal