Business Relationship Management is about innovation

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itSMF Alberta - Nov 28, 2013 …

itSMF Alberta - Nov 28, 2013
"We need to talk to the business" - In IT operations we always talk about aligning to the business, but it is a complex issue. The service desk, project managers, development groups, the IT management team all talk to the business. How can we streamline that communication? The business relationship management (BRM) role is a strategic role, that functions as a connector, navigator and orchestrator of the organizational business relationship management capability. The objective is to align demand from the business to supply from the provider to drive business innovation. In this presentation I will talk about the BRM role and its relationship to other organizational units with the objective to drive innovation for the business.

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  • 1. Business Relationship Management is about Innovation" Peter Lijnse
 Managing Partner
 
 Twitter:
 @PeterJLijnse
 
 Blog:
 www.lijnse.com" proven experience • proven tactics • proven success © Service Management Art 2013"
  • 2. Business Relationship Management Institute" www.brminstitute.org! " ""Business Relationship Management Institute (BRMI) is a leading training, certification and professional development organization that serves the Business Relationship Management professional community and corporations. " ""
  • 3. Agenda" The Business – IT Alignment" " Business Relationship Manager" " Innovation"
  • 4. Business – IT Alignment" The challenge"
  • 5. Les Amants - Magritte"
  • 6. Business IT Alignment" Strategic Alignment focuses on activities to achieve cohesive goals across IT and the Business" " Achieving alignment is evolutionary and dynamic" " J. Luftman"
  • 7. Current situation"
  • 8. Strategic Alignment (Luftman, 1999)" ENABLERS" •  Senior executive support for IT" •  IT involved in strategy development" •  IT understands the business" •  Business-IT Partnership" •  Well-prioritized IT projects" •  IT demonstrates Leadership" INHIBITORS" •  IT/Business lack close relationships" •  IT does not prioritize well" •  IT fails to meet commitments" •  IT does not understand the business" •  Senior executives do not support IT" •  IT Management lacks Leadership"
  • 9. Communica)ons   Value   Measurements   Skills   Business   IT   Alignment   Scope  &   Architecture   Governance   Partnership  
  • 10. Enterprise Governance of IT" COBIT 5" " Benefits Realization" Resource Optimization" Risk Optimization" "
  • 11. Business Relationship Manager" The Role"
  • 12. What Is a Business Relationship Manager?" This role:" Sits at intersection of service provider and business partner" S0mulates,  surfaces  and,  shapes  business  demand  for  maximized  value   Is  a  Member  of  both  business  and  provider  management  teams  
  • 13. Business IT Love requires Lubrication" © Service Management Art 2013"
  • 14. Business Relationship Manager activities" Demand Shaping
 Aligning business expectations with service provider offerings and (service) portfolio" Exploring
 Identifying and rationalizing demand" Servicing
 Ensuring the service provider understands the value, outcomes, costs and risk" Value Harvesting
 Realizing Value realization, waste reduction, measuring value"
  • 15. Demand Shaping" How does demand enter the value chain?" " How are decisions made when demand exceeds supply?" " How do we handle demand changes?" " How is the backlog of demand tracked?"
  • 16. Exploring" What demand is not on the radar and should be?" " How much can we invest in exploring?" " How do we break down demand in workable initiatives?" " How can we innovate while operating the current services?"
  • 17. Servicing" How do we ensure that through use of the services the value is realized?" " How do we ensure the service provider understands the value of the services they deliver?" " How do we maximize business value, while taking into account risk and cost?"
  • 18. Value Harvesting" Where do we see waste in the value chain? How do we reduce waste?" " How do the stakeholders participate in realizing value?" " How is value measured and monitored?"
  • 19. Transforming ideas into value
 " Business  Strategic  Context   Ideas Possibilities Opportunities Execution Operation & Maintenance Value Optimization Retirement Provider  Strategic  Context  
  • 20. Innovation" The Path"
  • 21. Strategy" BRM" Customers" Services"
  • 22. BRM DNA"
  • 23. Business Demand/Provider Supply Maturity Demand   Ž   Improve   Business   Effec5veness   Level        Business   Efficiency   Support   Level  2  Business  Needs   •  •  •  •  Level   Œ   Founda0on  systems   Cost  savings   Opera0onal  informa0on   Func0onal  orienta0on   •  •  •  •  •  Con0nuous  strategy  and  planning   Converge  business  and  IT   Expand  and  extend  infrastructure   Enable  flexibility  and  agility   Embrace  ‘Consumeriza0on  of  IT’   Level  2  IT  Focus   Business  network/process  redesign   Enable  business  and  partnerships   Management  informa0on   Process  orienta0on   Level  1  Business  Needs   •  •  •  •  Level  3  IT  Focus   Business  growth  and  Innova0on   Rapid  reconfigura0on  capability   Market  informa0on   Business  integra0on  orienta0on   •  •  •  •  •  Establish  common  IT  infrastructure   Build  IT  credibility   Improve  solu0on  delivery   Establish  Enterprise  Architecture   Respond  to  ‘Consumeriza0on  of  IT’   Level  1  IT  Focus   •  •  •  •  Provide  basic  systems  and  services   Stabilize  opera0ons  and  support   Improve  service  delivery   IT  management  fundamentals   Supply   Time   Focus  is  Demand  Management   Level   •  •  •  •  Focus  is  Supply  Management   Level  3  Business  Needs   “Tac0cal”  BRM   Innovate   Business   Transforma5on   “Strategic”  BRM   Value  
  • 24. Role Clarity" With different IT groups" " "
  • 25. Peter Lijnse
 
 Twitter:
 @PeterJLijnse
 
 Blog:
 www.lijnse.com" proven experience • proven tactics • proven success © Service Management Art 2013"