This document discusses how BRMs must adopt digital business leadership skills to remain successful. It highlights that generating business value requires strong relationships with business partners. Personal power, developed through practice, is key to impactful relationships. An effective IT strategy speaks to strategic questions, links to business goals, surfaces innovative ideas, and maximizes value. The document also contrasts traditional inside-out BRMs with needed outside-in digital business leaders who advise on front office technology needs and work with a variety of solution sources.

1. BRMs Must Add Digital Business
Leadership (DBL) Skills To Their
Toolkit To Remain Successful!
New York City Event Recap

2. LEF Proprietary and Confidential 2February 18, 2017
REIMAGINING
ORGANIZATIONS
AND THEIR
LEADERSHIP FOR A
TECH-DRIVEN
FUTURE

3. LEF Proprietary and Confidential 3February 18, 2017
Personal power: the key to BRM success – key
points
• Generating real business value requires
building relationships with business
partners
• A BRM’s value is the partner’s experience
• The effective BRM understands that their
job is a performance, on stage every day
• Personal power is the key to strong
relationships and impact
• Personal power can developed through
practice
BRMs
Kirt Mead

4. LEF Proprietary and Confidential 4February 18, 2017
A powerful IT strategy …
• Provides answers to important strategic questions
• Provides clear linkage to the business strategy, growth plans, business change initiatives
and priorities
• Surfaces and shapes innovative ideas and demand – both traditional and digital
• Includes simple frameworks to link the business to IT priorities
• Puts technology in the front office by speaking about the business as much as possible
and about technology as little as possible
• Is ‘outside-in’ with the customer’s and outside partner’s point of view highlighted
• Is anchored in a business case -- enterprise value creation with choices that maximize
positive cash flow for the chosen period
• Includes a memorable mission or tagline; Can be summarized on one page so
stakeholders can access and remember it
Ed Novak

5. LEF Proprietary and Confidential 5February 18, 2017
“I valued the opportunity to be a part of this training, and I
have grown new skills that allow me to be more effective. I
plan to apply what I have learned with my business
partners, IT partners, vendors, and through my every day
work.”
- IT Business Consultant
“I appreciated the energetic and
candid discussion about the digital
era. It was especially thought
provoking, and it challenged the
group to see themselves - and
their roles - differently.”
- IT Director
“It was fun to take an in-depth look
at MBTI personality types and how
they impact my communications.”
- Area Architect
“It's great to know that my leadership
values this skill set, and it was great to
be able to practice.”
- IT Service Mgmt Lead
“I wish I had had this class
much earlier in my career.”
- IT Manager
What the BRMs said
Client
Case
Study

6. LEF Proprietary and Confidential 6February 18, 2017
Understanding the external world:
• Decision-making processes
• Overt and covert agendas
• Bases of power
• Own locus of influence
• Culture, style
• ‘Politics’
Managing the external world:
• Acting with integrity
• Avoiding psychological game-playing
• Accepting self and others for what they are
• Win-win strategies for conflict management
From political unawareness to
political awareness
From psychological game-playing to acting with integrity
Leaders who have attained long term success
Robina Chatham

7. LEF Proprietary and Confidential 7February 18, 2017
• BRM advises the business
• BRM guides the use of IT
• BRM is focused on the front of the firm
and its technology needs
• Technology is the business milieu
• Enterprise architecture covers the
wider business eco-system
• BRM selects and co-creates solutions
from a variety of sources and suppliers
• Business technologies merge with
personal technologies
• BRM is Sales for Enterprise IT
• BRM controls the use of IT
• BRM is focused on back office support
• Technology is a business tool
• Enterprise architecture stops within the
firewall of the organization
• BRM sources and develops solutions
from Enterprise IT for passive users
• Business technologies are distinct from
personal technologies
Inside-out BRM Outside-in BRM
BRMs Require a Different Mindset to Evolve into Digital Business Leaders
Ibrahim Jackson

8. LEF Proprietary and Confidential
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