Modernizing IT’s Business Relationship Manager Role Most common BRM role changes and outcomes Most common BRM role changes and outcomes Companies that updated BRM roles in past two years are nearly 3X more likely to have highly satisfied business stakeholders Companies that updated BRM roles in past two years are nearly 3X more likely to have highly satisfied business stakeholders IT business partner KPIs IT business partner KPIs The modern BRM: A partner/peer of a business unit, function or product team who shares ownership of business/technology strategy and responsibility for results. The modern BRM: A partner/peer of a business unit, function or product team who shares ownership of business/technology strategy and responsibility for results. 1 2 3 4 5 1 2 3 4 5 Gatekeeper Provider Advisor Partner Peer Relationship type Collaboration style Reactive Manage supply Manage demand Influence demand Guide strategy Co-develop strategy Proactive Primary role Changes Outcomes IN700-009 © 2019 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. www.thehackettgroup.com [email protected] Atlanta +1 770 225 3600 London +44 20 7398 9100 Sydney +61 2 9299 8830 Assess your BRM team Click here to access a new tool from The Hackett Group that assesses BRM capability and maturity in modern aspects of the role, including the above KPIs. Include BRMs in stakeholders’ business strategy planning Modern BRM performance must be assessed by factors that are meaningful to stakeholders and emphasize BRM impact on strategic goals. Source: Modernizing IT’s BRM Role, The Hackett Group, 2019 Employ different skills/talent Broaden scope of BRM assignment Impact on time to market/time to value Cycle time/ completion time of projects Quality of work Work productivity Achievement of BRM goals/ projects Performance against budget/ costs Achievement of business customer experience goals Achievement of business top line (growth) goals Achievement of business bottom line (efficiency) goals Achievement of IT organization goals Overall business stakeholder satisfaction Overall IT stakeholder satisfaction Make BRM full-time dedicated position Raise BRM to more senior level in IT Stakeholder perception of IT as a partner Convergence of IT and business strategy Faster time to market or time to value Greater responsiveness to external customer needs More success achieving business goals