Embed Business Relationship Management in IT
Show that IT is worthy of Trusted Partner status.
- While organizations realize they need to improve business relationships, they often don’t know how.
- IT doesn’t know what their business needs and so can’t add as much value as they’d like.
- They find that their partners often reach out to third parties before they connect with internal IT.
Our Advice
Critical Insight
- Business relationship management (BRM) is not just about communication, it’s about delivering on business value.
- Build your BRM program on establishing trust.
Impact and Result
- Drive business value into the organization via innovative technology solutions.
- Improve ability to meet and exceed business goals and objectives, resulting in more satisfied stakeholders (C-suite, board of directors).
- Enhance ability to execute business activities to meet end customer requirements and expectations, resulting in more satisfied customers.
Member Testimonials
After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.
9.0/10
Overall Impact
$35,500
Average $ Saved
22
Average Days Saved
Client
Experience
Impact
$ Saved
Days Saved
County of Merced
Workshop
8/10
N/A
10
Best Parts - Cultivation of teamwork and relationships between the two divisions within our organization. The team was able to see the value in de... Read More
Hydro Tasmania
Guided Implementation
8/10
$20,209
20
Allison Straker from Info Tech, provided a good overview of the business benefits for Hydro IT by incorporating a Business Relationship Practice in... Read More
Kansas City Chiefs Football Club
Guided Implementation
10/10
$6,499
3
Good discussion and useful ideas/tactics for moving forward
Ipsen Pharma SAS
Workshop
10/10
N/A
N/A
Building consensus on the purpose of BRM, our target, alignment across teams, and plan to build our capability. Excellent facilitation by Paul... Read More
The Regional Municipality Of Niagara
Workshop
9/10
N/A
35
Creating that shared vision about the role with all major stakeholders is clearly the highlight. Really appreciate the tools and the context that w... Read More
Judiciary of the Republic of Trinidad and Tobago
Guided Implementation
9/10
N/A
23
Gwinnett County
Workshop
9/10
$129K
10
Best : Team Collaboration. The PMO and BRM identified shared strategies and opportunities to improve the business at Gwinnett County. Tools/Templ... Read More
Rosens Diversified
Guided Implementation
9/10
$2,599
20
State of South Dakota Bureau of Information and Telecommunications
Guided Implementation
8/10
$2,599
10
Valence brings well-rounded expertise to all of our discussions.
Baylor College of Medicine
Workshop
10/10
N/A
N/A
Allison is amazing. She did a great job of ensuring that the workshop was focused on delivering value to us. We also appreciate her holding us ac... Read More
Jamaica Money Market Brokers Limited
Guided Implementation
10/10
N/A
N/A
The recommendations from extensive experience of the analyst were the best part
Toronto Community Housing Corporation
Workshop
10/10
$100K
90
Both facilitators of the BRM workshop were very knowledgeable and effective in delivering the BRM workshop and put extra attention on understandin... Read More
Omya Management AG
Guided Implementation
8/10
$9,099
5
The consultant is seeking to understand our particular case and own structure, to provide guidance and tailor the best practice for our Company. Th... Read More
Regional Sanitation & Sacramento Area Sewer District
Workshop
8/10
$12,999
16
It was really helpful that Scott was able to review our existing ITSM documentation and tailor the workshop around it, on the fly. His input and in... Read More
Kansas City Chiefs Football Club
Workshop
10/10
$12,999
10
Best = Paul Herzstein Worst = having to do it over video instead of in person
Innovation, Science and Economic Development Canada
Workshop
7/10
$25,000
10
Best: Models that we've created together will definitely be beneficial for the team. Could improve: Although BRM is a "fussy" domain, my expecta... Read More
Federated Co-operatives Limited
Guided Implementation
9/10
$25,000
10
Valence listened to our situation and provided us with practical advice. He understood that we wouldn't be implementing a BRM program by the book a... Read More
Natural Resources Canada
Workshop
10/10
N/A
N/A
I didn't answer the last 2 questions because they not relevant t the BRM workshop we completed. The value we derive will not be from dollars or ti... Read More
Florida Ice and Farm Company S.A.
Workshop
8/10
$32,499
20
Good level of interaction during the workshop, despite English not being the first language of the participants
Job and Family Services
Workshop
10/10
$12,999
50
Enjoyed the collaboration of all parties involved as well as the input from InfoTech on what should a BRM be doing.
Public Utilities Commission of Ohio
Guided Implementation
8/10
N/A
N/A
Emerson Automation Solutions
Guided Implementation
4/10
N/A
N/A
Choctaw Nation Of Oklahoma
Workshop
9/10
$129K
20
Oxy Inc.
Workshop
8/10
$32,499
20
City of Alexandria, VA
Guided Implementation
7/10
N/A
N/A
The National Gas Company of Trinidad and Tobago Limited
Guided Implementation
9/10
$61,749
10
The consultant was very knowledgeable and provided excellent tips.
State of Montana ITSD
Workshop
10/10
N/A
N/A
Facilitation was exceptional. Nothing bad to report. All of my past Info-Tech workshops were great. This one lived up to those expectations. Thank ... Read More
Oregon Health Authority and Department of Human Services - Office of Information Services
Workshop
10/10
$32,499
20
We only had great experiences in working with Info~Tech leading up to and during the BRM workshop. Sharon, Jennifer, Vince, and Baird were very he... Read More
The National Gas Company of Trinidad and Tobago Limited
Guided Implementation
1/10
N/A
N/A
Ville de Laval
Guided Implementation
8/10
$47,500
9
Workshop: Embed Business Relationship Management in IT
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Foundation: Assess and Situate
The Purpose
Set the foundation for your BRM practice – understand your current state and set the vision.
Key Benefits Achieved
- An understanding of current pain points and benefits to be addressed through your BRM practice. Establish alignment on what your BRM practice is – use this to start obtaining buy-in from stakeholders.
Activities
Outputs
Define BRM
- BRM definition
Analyze Satisfaction
- Identify areas to be addressed through the BRM practice
Assess SWOT
Create Vision
- Shared vision, mission, and understanding of the goals for the brm practice
Create the BRM Mission
Establish Goals
Module 2: Plan
The Purpose
Determine where the BRM fits and how they will operate within the organization.
Key Benefits Achieved
- Learn how the BRM practice can best act on your goals.
Activities
Outputs
Establish Guiding Principles
- An understanding of where the BRM sits in the IT organization, how they align to their business partners, and other roles that support business relationships
Determine Where BRM Fits
Establish BRM Expectations
Identify Roles With BRM Responsibilities
Align Capabilities
Module 3: Implement
The Purpose
Determine how to identify and work with key stakeholders.
Key Benefits Achieved
- Determine ways to engage with stakeholders in ways that add value.
Activities
Outputs
Brainstorm Sources of Business Value
- Shared understanding of business value
Identify Key Influencers
- A plan to engage with stakeholders
Categorize the Stakeholders
Create the Prioritization Map
Create Your Engagement Plan
Module 4: Reassess and Embed
The Purpose
Determine how to continuously improve the BRM practice.
Key Benefits Achieved
- An ongoing plan for the BRM practice.
Activities
Outputs
Create Metrics
- Measurements of success for the BRM practice
Prioritize Your Projects
- Prioritization of projects
Create a Portfolio Investment Map
Establish Your Annual Plan
- BRM plan
Build Your Transformation Roadmap
Create Your Communication Plan
Embed Business Relationship Management in IT
Show that IT is worthy of Trusted Partner status.
Executive Brief
Analyst Perspective
Relationships are about trust.
As long as humans are involved in enabling technology, it will always remain important to ensure that business relationships support business needs. At the cornerstone of those relationships is trust and the establishment of business value. Without trust, you won’t be believed, and without value, you won’t be invited to the business table.
Business relationship management can be a role, a capability, or a practice – either way it’s essential to ensure it exists within your organization. Show that IT can be a trusted partner by showing the value that IT offers.
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Allison Straker
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Your challenge: Why focus on business relationship management?
| Is IT saying this about business partners?
I don’t know what my business needs and so we can’t add as much value as we’d like. My partners don’t give us the opportunity to provide new ideas to solve business problems My partners listen to third parties before they listen to IT. We’re too busy and don’t have the capacity to help my partners. |
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Are business partners saying this about IT?
IT does not create and deliver valuable services/solutions that resolve my business pain points. IT does not come to me with innovative solutions to my business problems/challenges/issues. IT blocks my efforts to drive the business forward using innovative technology solutions. IT does not advocate for my needs with the decision makers in the organization. |
Common obstacles
While organizations realize they need to do better, they often don’t know how to improve.
Organizations want to:
- Understand and strategically align to business goals
- Ensure stakeholders are satisfied
- Show project value/success
… these are all things that a mature business relationship can do to improve your organization.
Key improvement areas identified by business leaders and IT leaders
Info-Tech’s approach
BRMs who focus on achieving business value can improve organizational results.
Business relationships can take a strategic, tactical, or operational perspective.
While all levels are needed, focus on a strategic perspective for optimal outcomes.
Create business value through:
- Applying your knowledge of the business so that conversations aren’t about what IT provides. Focus on what the overall business requires.
- Ensuring your knowledge includes what is going on internally at your organization and also what occurs externally within and outside the industry (e.g. vendors, technologies used in similar industries or with similar customer interactions).
- Discussing with the perspective of “what’s in it for [insert business partner here]” – don’t just present IT’s views.
- Building a trusted strategic relationship – don’t just do well at the basics but also focus on the strategy that can move the organization to where it needs to be.
Neither you nor your partners can view IT as separate from your overall business…
…your IT goals need to be aligned with those of the overall business
IT and other lines of business need to partner together – they are all part of the same overall business.
Why it’s important to establish a BRM program
IT Benefits
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Business Benefits
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Increase your business benefits by moving up higher – from operational to tactical to strategic. |
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When IT understands the business, they provide better value
Understanding all parties – including the business needs and context – is critical to effective business relationships.
Establishing a focus on business relationship management is key to improving IT satisfaction.
When business partners are satisfied that IT understands their needs, they have a higher perception of the value of overall IT
The relationship between the perception of IT value and business satisfaction is strong (r=0.89). Can you afford not to increase your understanding of business needs?
(Source: Info-Tech Research Group diagnostic data/Business-Aligned IT Strategy blueprint (N=652 first-year organizations that completed the CIO Business Vision diagnostic))
A tale of two IT partners
One IT partner approached their business partner without sufficient background knowledge to provide insights. The relationship was not strong and did not provide the business with the value they desired. |
Research your business and be prepared to apply your knowledge to be a better partner.
The other IT partner approached with knowledge of the business and external parties (vendors, competitors, industry). The business partners received this positively. They invited the IT partners to meetings as they knew IT would bring value to their sessions. |
BRM success is measurable 
| 1) Survey your stakeholders to measure improvements in customer satisfaction | 2) Measure BRM success against the goals for the practice | |
Business satisfaction survey
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Maturing your BRM practice is a journey
Info-Tech has developed an approach that can be used by any organization to improve or successfully implement BRM.
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Become a Trusted Partner and Advisor | |
KNOWLEDGE OF INDUSTRY
STRATEGIC |
Value Creator and Innovator
Strategic view of IT and the business with knowledge of the market and trends; a connector driving value-added services. |
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KNOWLEDGE OF FUNCTIONS
TACTICAL |
Influencer and Advocate
Two-way voice between IT and business, understanding business processes and activities including IT touchpoints and growing tactical and strategic view of services and value. |
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| TABLE STAKES:
COMMUNICATION SERVICE DELIVERY PROJECT DELIVERY OPERATIONAL |
Deliver
Communication, service, and project delivery and fulfillment, initial engagement with and knowledge of the business. |
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| Foundation: Define and communicate the meaning and vision of BRM | ||
At each level, keep maturing your BRM practice
| IT | Partner | What to do to move to the next level | ||
Strategic PartnerShared goals for maximizing value and shared risk and reward | 5 | Strategic view of IT and the business with knowledge of the market and trends; a connector driving value-added services. Value Creator and Innovator | See partners as integral to business success and growth | Focus on continuous learning and improvement. |
Trusted AdvisorCooperation based on mutual respect and understanding | 4 | Partners understand, work with, and help improve capabilities. Influencer and Advocate | Sees IT as helpful and reliable | Strategic: IT needs to demonstrate and apply knowledge of business, industry, and external influences. |
Service ProviderRoutine – innovation is a challenge | 3 | Two-way voice between IT and business; understanding business processes and activities including IT touchpoints and growing tactical and strategic view of services and value. Priorities set but still always falling behind. | Views IT as helpful but they don’t provide guidance | IT needs to excel in portfolio and transition management. Business needs to engage IT in strategy. |
Order TakerDistrust, reactive | 2 | Focuses on communication, service, and project delivery and fulfillment, initial engagement with and knowledge of the business. Delivery Service | Engages with IT on an as-needed basis | Improve Tactical: IT needs to demonstrate knowledge of the business they are in. IT to improve BRM and service management. Business needs to embrace BRM role and service management. |
Ad HocLoudest in, first out | 1 | Too busy doing the basics; in firefighter mode. | Low satisfaction (cost, duration, quality) | Improve Operational Behavior: IT to show value with “table stakes” – communication, service delivery, project delivery. IT needs to establish intake/demand management.
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(Adapted from BRM Institute Maturity Model and Info-Tech’s own model)
The Info-Tech path to implement BRM
Use Info-Tech’s ASPIRe method to create a continuously improving BRM practice.
Insight summary
BRM is not just about communication, it’s about delivering on business value.
Business relationship management isn’t just about having a pleasant relationship with stakeholders, nor is it about just delivering things they want. It’s about driving business value in everything that IT does and leveraging relationships with the business and IT, both within and outside your organization.
Understand your current state to determine the best direction forward.
Every organization will apply the BRM practice differently. Understand what’s needed within your organization to create the best fit.
BRM is not just a communication conduit between IT and the business.
When implemented properly, a BRM is a value creator, advocate, innovator, and influencer.
The BRM role must be designed to match the maturity level of the IT organization and the business.
Before you can create incremental business value, you must master the fundamentals of service and project delivery.
Info-Tech Insight
Knowledge of your current situation is only half the battle; knowledge of the business/industry is key.
Info-Tech offers various levels of support to best suit your needs
DIY Toolkit |
Guided Implementation |
Workshop |
Consulting |
| "Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful." | "Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track." | "We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place." | "Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project." |
Diagnostics and consistent frameworks used throughout all four options
Blueprint deliverables
Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:
Key deliverable:
Executive Buy-In and Communication Presentation TemplateExplain the need for the BRM practice and obtain buy-in from leadership and staff across the organization.
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BRM WorkbookCapture the thinking behind your organization’s BRM program. |
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BRM Stakeholder Engagement Plan WorksheetWorksheet to capture how the BRM practice will engage with stakeholders across the organization. |
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BRM Role Expectations WorksheetHow business relationship management will be supported throughout the organization at a strategic, tactical, and operational level. |
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Guided Implementation
A Guided Implementation (GI) is a series of calls with an Info-Tech analyst to help implement our best practices in your organization.
A typical GI is between 8 to 12 calls over the course of 4 to 6 months.
What does a typical GI on this topic look like?
Phase 1 |
Phase 2 |
Phase 3 |
Phase 4 |
Phase 5 |
| Call #1: Discuss goals, current state, and an overview of BRM.
Call #2: Examine business satisfaction and discuss results of SWOT. |
Call #3: Establish BRM mission, vision, and goals. | Call #4: Develop guiding principles.
Call #5: Establish the BRM operating model and role expectations. |
Call #6: Establish business value. Discuss stakeholders and engagement planning. | Call #7: Develop metrics. Discuss portfolio management.
Call #8: Develop a communication or rollout plan. |
Workshop OverviewComplete the CIO-Business Vision diagnostic prior to the workshop. |
Contact your account representative for more information.
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| Day 1 | Day 2 | Day 3 | Day 4 | Post-Workshop | |
| Activities |
Set the FoundationAssess & Situate |
Define the Operating ModelPlan |
Define EngagementImplement |
Implement BRMReassess |
Next steps and Wrap-Up (offsite) |
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1.1 Discuss rationale and importance of business relationship management 1.2 Review CIO BV results 1.3 Conduct SWOT analysis (analyze strengths, weaknesses, opportunities, and threats) 1.4 Establish BRM vision and mission 1.5 Define objectives and goals for maturing the practice |
2.1 Create your list of guiding principles (optional) 2.2 Define business value 2.3. Establish the operating model for the BRM practice 2.4 Define capabilities |
3.1. Identify key stakeholders 3.2 Map, prioritize, and categorize the stakeholders 3.4 Create an engagement plan |
4,1 Define metrics 4.2 Identify remaining enablers/blockers for practice implementation 4.3 Create roadmap 4.4 Create communication plan |
5.1 Complete in-progress deliverables from previous four days 5.2 Set up review time for workshop deliverables and to discuss next steps |
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About Info-Tech
Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.
We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Speak With An Analyst
Get the help you need in this 5-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.
Guided Implementation 1: Assess
- Call 1: Discuss goals, current state, and an overview of BRM.
- Call 2: Examine business satisfaction and discuss results of SWOT.
Guided Implementation 2: Situate
- Call 1: Establish BRM mission, vision, and goals.
Guided Implementation 3: Plan
- Call 1: Develop guiding principles.
- Call 2: Establish the BRM operating model and role expectations.
Guided Implementation 4: Implement
- Call 1: Establish business value. Discuss stakeholders and engagement planning.
Guided Implementation 5: Reassess and embed
- Call 1: Develop metrics. Discuss portfolio management.
- Call 2: Develop a communication or rollout plan.
Contributors
- 11 anonymous contributors
Manage Stakeholder Relations
Master the Art of Stakeholder Management in Small Enterprise Environments
Embed Business Relationship Management in IT
Communicate Any IT Initiative
Effective IT Communications
Effectively Manage CxO Relations