Business Relationship Management (BRM) Metaphors

The Metaphors for Business Relationship Management (BRM) can be helpful ways to think about and describe the BRM role, discipline and organizational capabilities. There are three metaphors we currently use today. They are as follows:

BRM as a Connector:

The BRM acts as a connector between the Service Provider organization and its Business Partners – forging productive connections between Provider resources and the Business Partner and among Business Partners. There are three primary aspects to the BRM’s role as a connector:

Facilitate productive connections and mobilize projects and programs.
Stimulate, surface and shape business demand for the Business Partner while increasing the savviness within the Business Partner regarding the Provider’s services and products.
Influence the Provider to ensure appropriate supply of services and products, both in terms of quality and capacity. (1)

BRM as an Orchestrator:

The BRM also acts as an orchestrator between the Provider organization and its Business Partners – orchestrating key roles, resources and capabilities to stimulate, surface, shape and harvest business value. There are three primary aspects to the BRM role as an orchestrator:

Orchestrate capabilities to drive value from Provider services
Coordinate and aggregate business demand for the Business Partner
Orchestrate key Provider roles on behalf of the Business Partner (Enterprise Architecture, Subject Matter Experts, Project Managers and Program Managers) (2)

BRM as a Navigator:

The BRM also acts as a navigator between the Provider organization and its Business Partners, navigating both the Business Partner and the Provider along a path to realized business value. There are three primary aspects to the BRM’s role as a navigator:

Facilitate convergence between the Provider and the Business Partners. Convergence breaks down walls and embeds Provider capabilities within the Business Partners so as to increase agility and business value.
Facilitate business strategic planning and road mapping for the Business Partner.
Guide key Provider roles on behalf of the Business Partner such as Enterprise Architecture, Portfolio and Program Management. (3)

Ref: 1,2,3 BRMIBOK

For more information on BRM click here: http://www.itsmacademy.com/brmp

Comments

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group. As a service provider, we can’t stop there! We must know what the contracts of our service offering are and be able to put them into context as required by the customer. Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include: Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods. Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you. You the consumer own these and they are yours to take with you. ...

What is the difference between Process Owner, Process Manager and Process Practitioner?

This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...

Search