Driving Miss Daisy Took Too Long - Peter Lijnse


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Driving Miss Daisy took too long.
It takes too long for IT organizations to adapt to the requirements of their customers. IT Organizations focus on Incident Management, BYOD, Social Media, Cloud Computing. They utilize frameworks like ITIL, COBIT, etc… Unfortunately there is a best before date for these internal focused improvements. and yes… even BYOD is internally focused.
Be focused on designing the correct service experience. Drive changes directly focused on revenue. And keep it simple. Driving Miss Daisy was a story of building a relationship in 20 years. You do not have 20 years … Let's discuss the next 20 days.

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  • More than 20 years. My career…. And Driving Miss DaisyIt covers over twenty years of the pair's life together as they slowly build a relationship that transcends their differences.It starts with her crashing her car…
  • Together we get strong. As a team the business and IT we can get more done. This requires BRM
  • The topics for this presentation
  • Does it matter?Can it change?Where do we see BRM?
  • Lets go into the dark alley and look at some of the frameworks
  • ITIL – BRMAdded to the 2011 version. Only in Strategy. Is seen mainly as a Strategic process, but it does mention that it covers all areas of the Service Lifecycle.Key measurement to achieve the purpose is customer satisfaction.
  • Examples where BRM is involved in each part of the lifecycle.
  • The guide offfers a single consistent reference to the fundamental thinking behind the term Service Management
  • 7 knowledge areas with 40 competencies
  • DNA=Develop, Nurture, AdvanceStrategic PartneringMuch more than “order takers” of business requests, successful BRMs demonstrate high competence in “demand shaping” – stimulating, surfacing and shaping business demand. They are respected contributors to the business leadership team, earning a “seat at the table” to actively engage with business leaders and discuss future plans and strategies. BRMs identify how their products and services advance business objectives.Business IQSuccessful BRMs speak the language of business. They understand their industry, ecosystem and financial business drivers of their company. They understand P&L statements and balance sheets. Successful BRMs know how to assess the financial health of the business and use metrics for decision making and to drive value realization.Portfolio ManagementSuccessful BRMs are able to prioritize and align the service and product investment portfolio with business strategy. They understand the available capabilities and services and work with supply management to ensure that business needs are met in the most effective and cost efficient manner.Provider Domain KnowledgeSuccessful BRMs are well-grounded in the management disciplines of the provider they represent, be it IT, HR, Finance, etc. They communicate and defend policies and standards, and understand how the provider’s services benefit the business. They manage internal partner relationships, establishing a sense of trust, team involvement/ownership and communicate urgency when needed to their provider partners. Successful BRMs understand the Service Management discipline, its processes and standards. They coordinate and broker services and suppliers such as Enterprise Architecture, Solution Delivery, Service Management, HR specialists.Organizational Change ManagementSuccessful BRMs are highly skilled in managing the politics and complexity associated with large-scale changes. They understand the drivers of change and the inter-dependencies among all the moving parts. They appreciate intended and unintended consequences of project and program decisions. Successful BRMs work with business leaders to flesh out the total cost of end-to-end implementation and overcome hidden costs and common obstacles to successful system deployment. Successful BRMs know when and how to engage Organizational Development professionals to assist with major process and organizational change programs.Powerful CommunicationsSuccessful BRMs are masters of communication, listening, persuading, influencing and shaping understanding. They communicate win-win scenarios, surface disconnects and work to resolve problems. When needed, they can say “no” by offering meaningful alternatives.
  • So Now What?What are the steps we need to take…. First:
  • So the question? Is BRM focused on Sales or Consulting.It should be both, it will need to work together to make it happen
  • This is inside-out thinking and it does not really matter. You need to work with the business to get it clear.BYOD: 64% of employees would like to use their own device.23% of customers cannot do Social Media because of IT policies, but they will tell if they have a bad experience.
  • Driving Miss Daisy Took Too Long - Peter Lijnse

    1. 1. Peter LijnseTwitter:@PeterJLijnseBlog:www.lijnse.comDriving Miss Daisy took too long© Service Management Art 2013
    2. 2. Driving Miss Daisy
    3. 3. Cars do not behave,they are behaved uponSon of Miss Daisy
    4. 4. Together
    5. 5. TOPICSFrameworks and StandardsIndustryNext Steps
    6. 6. Business RelationshipManagementProcess?Function?Capability?
    8. 8. COBIT 5
    9. 9. COBIT Processes
    10. 10. APO08 Manage RelationshipsCreate improved outcomes, increasedconfidence, trust in IT and effective use ofresources.
    11. 11. ITIL 2011
    12. 12. ITIL - BRMBRM facilitates any strategic discussionsabout the customer’s business when theservice provider is involved
    13. 13. ITIL
    14. 14. Universal Service ManagementBody of Knowledge
    15. 15. Universal Service ManagementBody of KnowledgeUSMBOK™
    16. 16. USMBOK Knowledge Domains
    17. 17. ISO/IEC 20000-1:2011
    18. 18. ISO/IEC 20000-1:2011
    19. 19. You ShallIdentify and Document CustomersHave a Designated IndividualEstablish Communication ChannelReview PerformanceDocument ChangesDefine Service ComplaintsMeasure Customer Satisfaction
    20. 20. Industry Trends
    21. 21. BRM Institutewww.brminstitute.orgBusiness Relationship ManagementInstitute (BRMI) is a leading training,certification and professional developmentorganization that serves the BusinessRelationship Management professionalcommunity and corporations.
    22. 22. BRM DNA
    23. 23. Quantum Age of ITStrategic Sourcer orStrategic Innovator?IT as we know it isdead(Charles Araujo)
    24. 24. Five Skills to MasterIT Financial ManagementCritical Thinking and Analytical SkillsCommunication and MarketingInnovation and CollaborationLeadership
    25. 25. Now What?
    26. 26. Sales or Consultant?
    27. 27. Stop talking aboutSocial Media, BYOD, Cloud, …
    28. 28. Business RelationshipManagement+Demand Management=Customer BehaviourManagement
    29. 29. Next stepsStudy ITIL, COBIT, ISO20000, USMBOKDefine your roleTake a Sales CourseBe active in the BRM community
    30. 30. The FutureThe next 5 years:Build a CommunityBuild TeamsSolve Problems with the BusinessTake Small Steps
    31. 31. Focus on:MindfulnessThoughtfulnessAuthenticityTransparencyResponsibility
    32. 32. Business RelationshipManagementAs a Capability
    33. 33. StrategyServicesCustomersBRM
    34. 34. StrategyServicesCustomersBRMIT Financial ManagementCritical Thinking and AnalyticalSkillsCommunication and MarketingInnovation and CollaborationLeadership
    35. 35. StrategyServicesCustomersBRMIT Financial ManagementCritical Thinking and AnalyticalSkillsCommunication and MarketingInnovation and CollaborationLeadershipStrategic levelTactical levelOperational level
    36. 36. StrategyServicesCustomersBRMIT Financial ManagementCritical Thinking and AnalyticalSkillsCommunication and MarketingInnovation and CollaborationLeadershipStrategic levelTactical levelOperational levelCommunityThoughtfulnessAuthenticityTransparencyResponsibility
    37. 37. ApproachIdentify CustomersAppoint Relationship ManagerEstablish Communications and EngagementUnderstand Required OutcomesDefine How Outcomes Will Be AchievedChange and Improvement(Service Talk, Summer 2012, Matthew Burrows)
    38. 38. Driving Miss DaisyYou DO NOT Have20 yearsSlides available at:http://lijnse.com/portfolio/driving-miss-daisy/