In the digital age, IT service providers must make things simple and easy for customers and users. This goes beyond just delivering services that help the business meet its goals—it’s about creating clear, accessible channels of communication. Whether customers need support, want to request information, or provide feedback, the way IT interacts with the business directly impacts the strength of the relationship.
One way to understand how IT and the business work together is through the ‘Three Windows to IT’ model. This concept breaks down the different channels through which the business interacts with IT, and it identifies key players on both sides:
- Users: These are the employees or individuals who use IT services daily. They primarily communicate with the IT Service Desk. When something goes wrong, users report incidents. For all other requests, such as placing orders, asking for information, or requesting access, they also turn to the IT Service Desk.
- Customers: These are usually higher-level employees who represent users and help define what IT services should do and how well they should perform. They are involved in setting the utility (what a service does) and warranty (how reliable the service is). Their point of contact may include Service Managers, Product Owners, or Project Managers.
- The Business Board: This group sets the strategic direction for the company and IT. Their main point of contact is the Business Relationship Manager (BRM), who ensures through prudent Business Relationship Management that IT is aligned with the company’s overall strategy and objectives.
Historically, IT departments have excelled at supporting users and managing services. However, they often struggle with the third layer—building strong partnerships at the executive level. This is where the role of the Business Relationship Manager (BRM) becomes crucial. External service providers, like IT outsourcing companies, have long used account management to manage client relationships effectively. Inspired by this, the ITIL™ 2011 edition introduced Business Relationship Management as a discipline, recognizing the need for IT to become a true business partner.
In today’s landscape, where many Chief Information Officers (CIOs) are evolving into Chief Digital Officers (CDOs)—focusing on driving digital transformation—BRM has become even more important. BRMs not only align IT with business goals but also help shape digital strategies and innovations.
In this guide, we’ll explore some key steps to successfully establishing and improving Business Relationship Management in your IT department.
1. Secure Management Support: Get the CIO’s Buy-In
For BRM to succeed, it needs strong leadership, particularly from the CIO. The CIO should champion the BRM discipline, ensuring it is fully integrated into the IT strategy. Without the CIO’s active support, it’s difficult to build an effective BRM program. Additionally, the CIO often plays the role of the top-level BRM, maintaining relationships with the CEO and other key business leaders.
2. Identify and Understand Your Customers
A critical role of the BRM is knowing who to engage within the business. Who represents your internal customers? This can be straightforward in smaller companies but becomes more complex in larger organizations with different regions, departments, or product lines. In these cases, it helps to cluster customers based on their needs and assign specific BRMs to each group. This ensures efficiency while preventing overlap. However, there shouldn’t be too many BRMs, as this can lead to fragmentation and confusion.
3. Focus on Building Relationships, Not Just Following Processes
Although BRM is a formal IT role, it’s essential to remember that it’s not just about processes and procedures. The core of BRM is building trust and fostering strong relationships between IT and the business. If trust and personal connections are lacking, all the technical processes in the world won’t help. A successful BRM needs excellent interpersonal and communication skills in addition to their IT and business knowledge.
Building this relationship requires understanding the business’s goals and pain points, staying informed about industry trends, and proactively offering solutions. The BRM is not just a messenger but a strategic partner who helps IT provide value to the business.
4. Use a Central BRM Register and Clear Request Procedures
In large organizations with multiple business units, it’s crucial to have a central BRM register to keep track of all requests. This helps ensure alignment across the company and prevents duplication of efforts. Requests should be categorized into complaints, demands, or ideas. Defining how requests flow into other processes, like Project Governance or Capacity Management, is key to ensuring that business needs are met efficiently.
For example, if a business submits an idea through the BRM, this idea might eventually become a project. Having a clear interface between BRM and project management processes ensures the smooth transition of ideas into action.
5. Schedule Regular Review Meetings with the Business
Consistent communication is essential for building strong relationships between IT and the business. BRMs should hold regular meetings (e.g., monthly) with their assigned business counterparts to review the status of requests, discuss ongoing projects, and identify new opportunities. A standard agenda for these meetings might include:
- Updates on current business requests
- Progress on key IT projects
- Review of the IT service catalog (this is separate from Service Level Reviews)
- Gathering new business requests or ideas
- Sharing new IT innovations or solutions that could benefit the business
In addition to external meetings with the business, BRMs should also meet regularly with each other. This allows for internal alignment, ensuring that requests from different business units are coordinated and any synergies are identified.
6. Bring New Ideas to the Business: Be an Innovator
BRM is about more than just responding to the business’s needs. As IT becomes a driver of innovation, BRMs must proactively bring new ideas to the table. This could involve suggesting new digital tools, introducing process improvements, or identifying emerging trends that could give the business a competitive edge.
A great BRM is not just an order-taker but an entrepreneurial thinker who looks for ways to help the business grow and succeed through digital transformation.
Conclusion: The Evolving Role of BRM
In today’s fast-paced, tech-driven world, Business Relationship Management is more than just aligning IT with business goals. It’s about building strong partnerships, fostering trust, and bringing innovative ideas that drive growth. BRMs are at the heart of this transformation, helping IT move beyond a service provider role to become a true strategic partner within the business.
By following the steps outlined in this guide, IT departments can strengthen their relationships with the business, ensure better alignment of goals, and proactively contribute to the company’s success. Ultimately, BRM is not just about managing relationships—it’s about shaping the digital future of the organization.
