The document proposes a new "business relationship manager" role to improve the relationship between business units and the IT department. These managers would address issues raised by each division and act as a liaison between the division and IT for feedback, assistance with projects, and ensuring appropriate IT services and compliance. The managers would use defined processes, tools, and information and require a mix of business and technical skills to understand division needs and help design new services.
Business Relationship Management - Helping Converge the Business and IT - an ...ITSM Academy, Inc.
The Business Relationship Manager (BRM) is a relatively new role in many organizations. IT Service Management (ITSM) relates to the activities performed to deliver, operate, and control IT services. What exactly is a BRM? Is there synergy between BRMs and ITSM? This session provides an introduction to the BRM role and its role in helping converge IT and the business. This includes the importance of managing personal relationships, providing input to service portfolio management and ensuring that the IT service provider is satisfying the business needs of the customer.
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...PMI-Montréal
In today's world many challenges rise from the miscommunication between the Business and the Service Provider (i.e. IT). In many organizations, those two entities are seen as rivals rather than partners. The BRM sits between the Business and the Service Provider to help ensure convergence of business values, priorities, timely escalations, and powerful communications deliveries. The BRM role focuses on the business customer and realized business value. BRM competencies can be leveraged through organizational roles, a discipline, and an organizational capability.
The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations around the world. Proven to be equally effective for shared services including Human Resources, Finance, Legal, external service providers and others, BRM practices have enjoyed widespread adaption in IT. The BRM organizational Role is a crucial link between a service provider and the business. In practice, the titles used by BRMs vary considerably (e.g. Business Partner, Account Manager, Consultant, Business Unit Manager, and Business Integration Manager). Building a BRM organizational capability goes well beyond just defining the BRM role and placing individuals in that role. The growing global importance of Business Relationship Management as a role, discipline and organizational capability is due to the shift from Provider ( i.e. IT department) as a commodity/order taker to a business strategic partner, as there is an increasing business demand for innovation and agility.
SPEAKER BIOGRAPHY
Svetlana Sidenko is the President of IT Chapter, a Montreal-based company, which specializes in IT consulting and IT Best Practices training, which she co-founded in 2003.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/itil-business-relationship-management-the-hidden-process/
The Business Relationship Management (BRM) process was introduced into the Service Strategy element of the ITIL Service Lifecycle in 2011, but you’d be forgiven for not being aware of this. BRM is perhaps a little ambiguous, and the line between it and its better-known cousin, Service Level Management (SLM), is certainly blurred.
To better understand the BRM process, it is important to first acknowledge the differences in focus between BRM and SLM:
• SLM Focus - Tactical and Operational
• BRM Focus – Strategic and Tactical
The purpose of the BRM role is to establish and maintain positive relationships with the Business, providing input and guidance into the design and delivery of services that exist solely as a means to provide the desired Business outcomes.
A key element of the BRM role is the need to become aware of and understand any factors that may influence a change in the services that are required. A change in the desired Business outcomes, almost certainly means a change to service provision. As such the balancing act of ‘Supply & Demand’ falls squarely at the feet of the BRM. Equally, the pace of technological change must also be considered as an external factor that could influence service utilization.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Gartner: Seven Building Blocks of Master Data ManagementGartner
Gartner will further examine key trends shaping the future MDM market during the Gartner MDM Summit 2011, 2-3 February in London. More information at www.europe.gartner.com/mdm.
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
Where will BRM find themselves in Product Centric Organizations in the Near F...Svetlana Sidenko
Re-defining the role of the Business Relationship Manager in a context of organization's rapid evolution towards product-centric operating models is increasingly needed. Here are possible venues for the BRM role evolution within organizations moving from a “project” to “product” mindset.
This presentation discusses the impact of most organizations shifting from being project-centered to product-centered and the future of the Business Relationship Management as a role and discipline in the product-centered organizations.
Information and Technology Operating Models are rapidly changing from previously centered on projects and project management to models centered on product and product management. Agile methods and lean principles are being widely adopted to support these models. In recent Gartner survey*, 85% of respondents said their organization has adopted or plans to institute a product-centric approach for an average of 80% of their work by 2022. This shift is impacting Business Relationship Management as a role and discipline, leaving no place for the tactical BRMs in the future in product-centered organizations. Strategic BRMs, who represent IT to Business, will play an important role in this transition, to ensure that the business value is realised. However, when the Product Management matures to the enterprise level, the Business Relationship Management will evolve.
Business Relationship Management - Helping Converge the Business and IT - an ...ITSM Academy, Inc.
The Business Relationship Manager (BRM) is a relatively new role in many organizations. IT Service Management (ITSM) relates to the activities performed to deliver, operate, and control IT services. What exactly is a BRM? Is there synergy between BRMs and ITSM? This session provides an introduction to the BRM role and its role in helping converge IT and the business. This includes the importance of managing personal relationships, providing input to service portfolio management and ensuring that the IT service provider is satisfying the business needs of the customer.
Symposium 2015 : Business Relationship Management as as a Role, a Discipline,...PMI-Montréal
In today's world many challenges rise from the miscommunication between the Business and the Service Provider (i.e. IT). In many organizations, those two entities are seen as rivals rather than partners. The BRM sits between the Business and the Service Provider to help ensure convergence of business values, priorities, timely escalations, and powerful communications deliveries. The BRM role focuses on the business customer and realized business value. BRM competencies can be leveraged through organizational roles, a discipline, and an organizational capability.
The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations around the world. Proven to be equally effective for shared services including Human Resources, Finance, Legal, external service providers and others, BRM practices have enjoyed widespread adaption in IT. The BRM organizational Role is a crucial link between a service provider and the business. In practice, the titles used by BRMs vary considerably (e.g. Business Partner, Account Manager, Consultant, Business Unit Manager, and Business Integration Manager). Building a BRM organizational capability goes well beyond just defining the BRM role and placing individuals in that role. The growing global importance of Business Relationship Management as a role, discipline and organizational capability is due to the shift from Provider ( i.e. IT department) as a commodity/order taker to a business strategic partner, as there is an increasing business demand for innovation and agility.
SPEAKER BIOGRAPHY
Svetlana Sidenko is the President of IT Chapter, a Montreal-based company, which specializes in IT consulting and IT Best Practices training, which she co-founded in 2003.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/itil-business-relationship-management-the-hidden-process/
The Business Relationship Management (BRM) process was introduced into the Service Strategy element of the ITIL Service Lifecycle in 2011, but you’d be forgiven for not being aware of this. BRM is perhaps a little ambiguous, and the line between it and its better-known cousin, Service Level Management (SLM), is certainly blurred.
To better understand the BRM process, it is important to first acknowledge the differences in focus between BRM and SLM:
• SLM Focus - Tactical and Operational
• BRM Focus – Strategic and Tactical
The purpose of the BRM role is to establish and maintain positive relationships with the Business, providing input and guidance into the design and delivery of services that exist solely as a means to provide the desired Business outcomes.
A key element of the BRM role is the need to become aware of and understand any factors that may influence a change in the services that are required. A change in the desired Business outcomes, almost certainly means a change to service provision. As such the balancing act of ‘Supply & Demand’ falls squarely at the feet of the BRM. Equally, the pace of technological change must also be considered as an external factor that could influence service utilization.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Gartner: Seven Building Blocks of Master Data ManagementGartner
Gartner will further examine key trends shaping the future MDM market during the Gartner MDM Summit 2011, 2-3 February in London. More information at www.europe.gartner.com/mdm.
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
Where will BRM find themselves in Product Centric Organizations in the Near F...Svetlana Sidenko
Re-defining the role of the Business Relationship Manager in a context of organization's rapid evolution towards product-centric operating models is increasingly needed. Here are possible venues for the BRM role evolution within organizations moving from a “project” to “product” mindset.
This presentation discusses the impact of most organizations shifting from being project-centered to product-centered and the future of the Business Relationship Management as a role and discipline in the product-centered organizations.
Information and Technology Operating Models are rapidly changing from previously centered on projects and project management to models centered on product and product management. Agile methods and lean principles are being widely adopted to support these models. In recent Gartner survey*, 85% of respondents said their organization has adopted or plans to institute a product-centric approach for an average of 80% of their work by 2022. This shift is impacting Business Relationship Management as a role and discipline, leaving no place for the tactical BRMs in the future in product-centered organizations. Strategic BRMs, who represent IT to Business, will play an important role in this transition, to ensure that the business value is realised. However, when the Product Management matures to the enterprise level, the Business Relationship Management will evolve.
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Shadow IT And The Failure Of IT ArchitectureAlan McSweeney
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Business Relationship Management Executive BriefSvetlana Sidenko
The BRM Executive Brief provides the essential knowledge of the latest BRM key concepts from a strategic stand point.
The Business Relationship Management Executive Brief is targeted towards the CEO, executives, and other business leaders looking to gain knowledge of why and how to leverage their Business Relationship Management capability to move IT, Finance, HR, external partners, and other business functions to converged strategic partners and drive exponential business results consistently across industries.
A BRM capability drives innovation and business value, builds strategic partnerships, and evolves enterprise culture to support collaboration and shared ownership of strategy and results across all business functions.
For the greatest and fastest success, it is encouraged the BRM capability is championed by the CEO, C-level executives and business function leaders.
Business Relationship Management: it takes two to tangoSvetlana Sidenko
The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations across the world. Proven to be equally effective for a wide range of internal providers (business partners) including IT, Human Resources, Finance, Legal, external service providers, CRMs and others.
The Practice of Business Relationship Management embodies a set of competencies (e.g. knowledge, skills, and behaviors) to foster an effective business value-producing relationship between a provider and its business partners. These competencies can be leveraged through and organizational role, a discipline (e.g. all business partner facing provider roles should be skilled in Business Relationship Management), and an organizational capability (e.g. a provider organization should be effective in shaping and channeling demand to the highest business value opportunities).
The BRM Role is a crucial link between a provider and the business acting as a connector, orchestrator, and navigator between the provider and one or more business units.
DAS Slides: Data Governance - Combining Data Management with Organizational ...DATAVERSITY
Data Governance is both a technical and an organizational discipline, and getting Data Governance right requires a combination of Data Management fundamentals aligned with organizational change and stakeholder buy-in. Join Nigel Turner and Donna Burbank as they provide an architecture-based approach to aligning business motivation, organizational change, Metadata Management, Data Architecture and more in a concrete, practical way to achieve success in your organization.
Effective BRM: How To Build An Effective Bridge Between Business and IT - Sur...Pink Elephant
Effective BRM: How To Build An Effective Bridge Between Business & IT.
One challenge for most of today’s organisations is a lack of understanding and partnering between the business and the internal or external service provider organisation. Business Relationship Management (BRM) is a key process that enhances the relationship between the business and service provider organisation. This session will help you understand the importance of BRM and how to forge a successful partnership between the business and the solution provider. You’ll explore the key roles and responsibilities for both BRM and Service Level Management (SLM), the integration between BRM and SLM, the key BRM process activities, and more.
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
Adopting a Process-Driven Approach to Master Data ManagementSoftware AG
What is a lasting solution to the sea of errors, headaches, and losses caused by inconsistent and inaccurate master data such as customer and product records? This is the data that your business counts on to operate business processes and make decisions. But this data is often incomplete or in conflict because it resides in multiple IT systems. Master Data Management (MDM)'s programs are the solution to this problem, but these programs can fail without the investment and involvement of business managers.
Listen to Rob Karel, Forrester analyst, and Jignesh Shah from Software AG to learn about a new, process-driven approach to MDM and why it is a win-win for both business and IT managers.
Visit us at http://www.softwareag.com Become part of our growing community: Facebook: http://www.facebook.com/softwareag Twitter: http://www.twitter.com/softwareag LinkedIn: http://www.linkedin.com/company/software-ag YouTube: http://www.youtube.com/softwareag
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
To take a “ready, aim, fire” tactic to implement Data Governance, many organizations assess themselves against industry best practices. The process is not difficult or time-consuming and can directly assure that your activities target your specific needs. Best practices are always a strong place to start.
Join Bob Seiner for this popular RWDG topic, where he will provide the information you need to set your program in the best possible direction. Bob will walk you through the steps of conducting an assessment and share with you a set of typical results from taking this action. You may be surprised at how easy it is to organize the assessment and may hear results that stimulate the actions that you need to take.
In this webinar, Bob will share:
- The value of performing a Data Governance best practice assessment
- A practical list of industry Data Governance best practices
- Criteria to determine if a practice is best practice
- Steps to follow to complete an assessment
- Typical recommendations and actions that result from an assessment
The Non-Invasive Data Governance FrameworkDATAVERSITY
Data Governance is already taking place in your organization. The actions of defining, producing and using data are not new. People in your organization have, at a minimum, an informal level of accountability for the data they use. The Non-Invasive Data Governance framework provides a method to formalize accountability based on people’s existing responsibilities.
Join Bob Seiner for this month’s installment of his Real-World Data Governance webinar series where he will provide a detailed framework for how to implement a Non-Invasive Data Governance program. This hour will be spent walking through the five most important components of a successful program described from the perspectives of the executive, strategic, tactical and operational levels of your organization.
In the webinar Bob will share:
The graphic for the Non-Invasive Data Governance Framework
A detailed description of the core program components
The importance of viewing the components from different perspectives
A detailed walk-through of each segment of the framework
How to use the framework to implement a successful program
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...Alan McSweeney
Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.
What is the role of the business relationship manager (BRM)?Simon Chapleau
Business relationship managers (BRM), portfolio managers or account managers, they all same the share role: manage the relationship between shard services groups (such as IT, HR or finance) and their internal clients.
Managing internal clients is far different from managing commercial accounts, after all while commercial account managers want their client to spend more BRM typically want them to spend LESS.
In this presentation, you will see what the role of the BRM is, how it differs from their comercial counterpart and how the role varies from one organization to another.
This presentation is an extract from our one-day workshop on business relationship management. Visit us at www.sc-ur.com/train for our live and web-based training options.
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Shadow IT And The Failure Of IT ArchitectureAlan McSweeney
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Business Relationship Management Executive BriefSvetlana Sidenko
The BRM Executive Brief provides the essential knowledge of the latest BRM key concepts from a strategic stand point.
The Business Relationship Management Executive Brief is targeted towards the CEO, executives, and other business leaders looking to gain knowledge of why and how to leverage their Business Relationship Management capability to move IT, Finance, HR, external partners, and other business functions to converged strategic partners and drive exponential business results consistently across industries.
A BRM capability drives innovation and business value, builds strategic partnerships, and evolves enterprise culture to support collaboration and shared ownership of strategy and results across all business functions.
For the greatest and fastest success, it is encouraged the BRM capability is championed by the CEO, C-level executives and business function leaders.
Business Relationship Management: it takes two to tangoSvetlana Sidenko
The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations across the world. Proven to be equally effective for a wide range of internal providers (business partners) including IT, Human Resources, Finance, Legal, external service providers, CRMs and others.
The Practice of Business Relationship Management embodies a set of competencies (e.g. knowledge, skills, and behaviors) to foster an effective business value-producing relationship between a provider and its business partners. These competencies can be leveraged through and organizational role, a discipline (e.g. all business partner facing provider roles should be skilled in Business Relationship Management), and an organizational capability (e.g. a provider organization should be effective in shaping and channeling demand to the highest business value opportunities).
The BRM Role is a crucial link between a provider and the business acting as a connector, orchestrator, and navigator between the provider and one or more business units.
DAS Slides: Data Governance - Combining Data Management with Organizational ...DATAVERSITY
Data Governance is both a technical and an organizational discipline, and getting Data Governance right requires a combination of Data Management fundamentals aligned with organizational change and stakeholder buy-in. Join Nigel Turner and Donna Burbank as they provide an architecture-based approach to aligning business motivation, organizational change, Metadata Management, Data Architecture and more in a concrete, practical way to achieve success in your organization.
Effective BRM: How To Build An Effective Bridge Between Business and IT - Sur...Pink Elephant
Effective BRM: How To Build An Effective Bridge Between Business & IT.
One challenge for most of today’s organisations is a lack of understanding and partnering between the business and the internal or external service provider organisation. Business Relationship Management (BRM) is a key process that enhances the relationship between the business and service provider organisation. This session will help you understand the importance of BRM and how to forge a successful partnership between the business and the solution provider. You’ll explore the key roles and responsibilities for both BRM and Service Level Management (SLM), the integration between BRM and SLM, the key BRM process activities, and more.
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
Adopting a Process-Driven Approach to Master Data ManagementSoftware AG
What is a lasting solution to the sea of errors, headaches, and losses caused by inconsistent and inaccurate master data such as customer and product records? This is the data that your business counts on to operate business processes and make decisions. But this data is often incomplete or in conflict because it resides in multiple IT systems. Master Data Management (MDM)'s programs are the solution to this problem, but these programs can fail without the investment and involvement of business managers.
Listen to Rob Karel, Forrester analyst, and Jignesh Shah from Software AG to learn about a new, process-driven approach to MDM and why it is a win-win for both business and IT managers.
Visit us at http://www.softwareag.com Become part of our growing community: Facebook: http://www.facebook.com/softwareag Twitter: http://www.twitter.com/softwareag LinkedIn: http://www.linkedin.com/company/software-ag YouTube: http://www.youtube.com/softwareag
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
To take a “ready, aim, fire” tactic to implement Data Governance, many organizations assess themselves against industry best practices. The process is not difficult or time-consuming and can directly assure that your activities target your specific needs. Best practices are always a strong place to start.
Join Bob Seiner for this popular RWDG topic, where he will provide the information you need to set your program in the best possible direction. Bob will walk you through the steps of conducting an assessment and share with you a set of typical results from taking this action. You may be surprised at how easy it is to organize the assessment and may hear results that stimulate the actions that you need to take.
In this webinar, Bob will share:
- The value of performing a Data Governance best practice assessment
- A practical list of industry Data Governance best practices
- Criteria to determine if a practice is best practice
- Steps to follow to complete an assessment
- Typical recommendations and actions that result from an assessment
The Non-Invasive Data Governance FrameworkDATAVERSITY
Data Governance is already taking place in your organization. The actions of defining, producing and using data are not new. People in your organization have, at a minimum, an informal level of accountability for the data they use. The Non-Invasive Data Governance framework provides a method to formalize accountability based on people’s existing responsibilities.
Join Bob Seiner for this month’s installment of his Real-World Data Governance webinar series where he will provide a detailed framework for how to implement a Non-Invasive Data Governance program. This hour will be spent walking through the five most important components of a successful program described from the perspectives of the executive, strategic, tactical and operational levels of your organization.
In the webinar Bob will share:
The graphic for the Non-Invasive Data Governance Framework
A detailed description of the core program components
The importance of viewing the components from different perspectives
A detailed walk-through of each segment of the framework
How to use the framework to implement a successful program
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...Alan McSweeney
Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.
What is the role of the business relationship manager (BRM)?Simon Chapleau
Business relationship managers (BRM), portfolio managers or account managers, they all same the share role: manage the relationship between shard services groups (such as IT, HR or finance) and their internal clients.
Managing internal clients is far different from managing commercial accounts, after all while commercial account managers want their client to spend more BRM typically want them to spend LESS.
In this presentation, you will see what the role of the BRM is, how it differs from their comercial counterpart and how the role varies from one organization to another.
This presentation is an extract from our one-day workshop on business relationship management. Visit us at www.sc-ur.com/train for our live and web-based training options.
We need a business model – Can you create one for us please?Anthony Draffin
This is a basic introduction to composing a business model using the Business Model Canvas. It explains the different types of business models and the Business Model Canvas elements. This was a presentation given by Anthony Draffin to the Canberra chapter of BPMLink.
At a BRMI Webinar in September 2015, Baxter Thompson Associates shared their views on applying BRM principles to Information Security - specifically User Awareness and Project Intake. The outcomes were reduced risk through better user engagement and better project scoping. Key learning is that BRM role can be customised to any organisational context, however this takes effort and expertise to apply.
Rhino Search Group is a financial services recruiting firm known for its valuable client relationships with the most trusted financial brands. Contact our financial advisor recruiters if you are looking to make a move, or buy/sell a book of business. Visit the site: http://www.rhinosearchgroup.com/
Rhino Search Group
8970 E Raintree Drive
Suite #300
Scottsdale AZ 85260
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Role of Business Development in Pharmaceuticals (Generic Product Business)Muhammad Ali Jehangir
Role of Business Development in Pharmaceuticals (Generic Product Business)
For New Updated Slide Deck: https://www.slideshare.net/alijehangir/business-development-licensing-overview-150008616
Mike Felmlee, CEO of The Prouty Project in the Twin Cities, gave this talk to a group of entrepreneurs and business owners as part of a speaker series sponsored by Venture Bank. Radiate Presentation Design helped Mike develop the visuals and the narrative structure—comparing the 1960s "space race" to the fundamentals of strategic planning.
Felmlee had this to say about working with Radiate:
"Michael helped me develop a very creative, engaging and visually impactful 60 minute presentation. It received rave reviews and generated leads for several prospective clients. Working with Michael was easy and fun. And, I couldn't have been more pleased with the outcome!
If you have a presentation coming up and you really want to WOW your audience, I would recommend you utilize Michael's talents as he is one very creative person."
It’s a daunting task to answer the question “which project?” The number of requests, different stakeholders and their demands, you can quickly get immersed in lists longer than your arm and have queues of frustrated stakeholders too.
This presentation provides some frameworks and tools to help you triage requests and justify why one project is more important than another. A focus on strategy and governance is required to make project prioritisation work
Want to expand your company, career success and future opportunities? Your technical ability is, of course, key to your professional performance, but it’s your understanding of the business you serve and your ability to communicate with others that drives your professional brand, future promotions and yet unforeseen opportunities. Learn how enhanced business savvy and stronger soft skills can propel you forward.
This presentation is for IT technical professionals looking to advance their companies and careers through enhanced business and interpersonal communication skills and a greater understanding of the businesses they serve.
Revolutionizing IT Project Delivery - Embrace the Future with OnePlan’s AI-Po...OnePlan Solutions
IT departments are under increasing pressure to deliver projects that align with – and also drive – business strategy. But traditional Project Portfolio Management (PPM) simply can’t keep pace with the dynamic landscape of managing IT technology projects. That’s why we developed OnePlan’s AI-powered Strategic Portfolio and Work Management Platform.
Attend this webinar to see how OnePlan’s cutting-edge AI capabilities can help you harness the power of Strategic Portfolio Management to achieve unparalleled agility, efficiency, and strategic alignment across all your IT projects. Discover how OnePlan’s groundbreaking solutions can help IT leaders, project managers, and key stakeholders leverage artificial intelligence to elevate their project delivery processes.
ICT eGuide: Want to switch foundation technology for operational efficiencies...Niamh Hughes
How to plan UK communications infrastructure with foundation technology across telecoms, business broadband and networks utilising cloud, fibre and PWANs or SD WAN.
The Digital Group’s Enterprise Transformation Consulting ServicesThe Digital Group
To modernize your IT portfolio, The Digital Group uses a proven IT transformation life cycle model to help you define, govern, execute, and sustain a tailored transformation road map.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
2. Business units are dissatisfied with the current relationship they have with the IT
department. They are experiencing a number of points of pain.
Points of Pain
3. A new role is proposed: a business relationship manager to address the gaps
identified by each division.
Business Relationship Managers
Business Analyst
Solution Architect
Business
Development
Manager
Provide a conduit to the IT
department that is separate to the
Service Desk and management team
for complaints, compliments and
feedback
Understand and partner with
assigned division to assist with
divisional business case preparation
and designing new services
Ensure appropriate services and
service levels are tailored to relevant
division
Engage with divisional risk and
regulatory compliance
4. Business relationship managers will be skilled employees of the IT department using
defined processes, partnering with particular parts of the organisation and will access
appropriate tools and information
•Complaints, compliments and feedback process
•Service level management process
•Service catalogue management process
•Design coordination process
Processes
•Retail
•Corporate
•Networks
Organisation
•The finance information management system
•The service management system
•Legal and compliance systems
•Sparx Systems Enterprise Architect (for modelling)
•Microsoft Excel (for quantitative analysis)
Tools
•Divisional strategic plans
•Service desk submissions
•Regulatory submissions
•Application knowledge management database
•Organisational strategic direction
Information
5. A day in the life of a business relationship manager…
8:30am
Opens email to see updates
from Gartner on mobile
technology use for utilities
9:30am
Checks ServiceNow record to
respond to a request for
assistance with Cityworks
11:0am
Workshop with commercial
manager, divisional branch
manager and SMEs to prepare
business case
1:00pm
Update service catalogue on
ActewAGL’s Intranet with new
service being rolled out by
BSD
2:30pm
Meet with BSD problem
manager business system
administrator to design a
regulatory fix
3:30pm
Meet with applications team
to determine root cause of
slow performing application
4:15pm
Produce business process
model for new campaign
process
6. Business relationship managers will need a mix of strong interpersonal skills, utilities and
commercial acumen, ability to negotiate and a solid analysis and design background
Business Relationship Management DNA TM
A competency model for BRM excellence from the BRM Institute
Develop, Nurture and Advance (DNA)
7. Strategic Partnering
Successful BRMs demonstrate high
competence in service shaping. They actively
engage with business leaders and discuss
future plans and strategies. BRMs identify how
BSD’s services advance business objectives.
Strategic Partnering
Business IQ
Service Portfolio
Management
Technology Domain
Knowledge
Business Transition
Management
8. Business IQ
Successful BRMs speak the language of the
businessL – understanding asset management,
safety, utility provision and disruptive
technologies. They understand the utilities
value chain, budgets, regulatory drivers and
constraints. Successful BRMs know how to use
appropriate metrics to drive divisional value.
Strategic Partnering
Business IQ
Service Portfolio
Management
Technology Domain
Knowledge
Business Transition
Management
9. Service Portfolio Management
Successful BRMs are able to align to the IT
department service portfolio with their
relevant divisional strategy. They understand
the available capabilities and the drivers and
constraints for designing new ones in the most
effective and cost efficient manner.
Strategic Partnering
Business IQ
Service Portfolio
Management
Technology Domain
Knowledge
Business Transition
Management
10. Technology Domain Knowledge
Successful BRMs are well-grounded in the
discipline of IT service management including
requirements elicitation, service strategy and
design. They’re experienced at liaising with
liaising and translating between technology
and business needs.
Strategic Partnering
Business IQ
Service Portfolio
Management
Technology Domain
Knowledge
Business Transition
Management
11. Business Transition Management
Successful BRMs 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 and work to flesh out the
total cost of end-to-end
Strategic Partnering
Business IQ
Service Portfolio
Management
Technology Domain
Knowledge
Business Transition
Management
12. Strategic Partnering
Business IQ
Service Portfolio
Management
Technology Domain
Knowledge
Business Transition
Management
Powerful Communications
Successful BRMs are skilled in 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.
13. BRMs will provide horizontal integration for key division areas (retail, corporate and
networks) to support the existing IT department structure designation of: design,
build and run.
CIO
Design Build Run
Strategy and
Architecture
Corporate business relationship manager
Retail business relationship manager
Networks business relationship manager