Culture Shock is usually an understatement when an organization makes the commitment to implement a BRM Capability.
Culture Shock is usually an understatement when an organization makes the commitment to implement a
BRM (Business Relationship Management) Capability. Many traditional philosophies will be challenged right
from the beginning which is why a well thought out plan is a must have.
Today, we’ll cover: two key elements for change adoption, purpose of a BRM Capability, a tool for use,
factors to change and 5 key steps for success.
In order to have an effective BRM Capability an organization must be prepared to do the following:
Adopt(take up and or start to use or follow)and Embrace(accept or support (a belief, theory, or change)
willingly and enthusiastically)a fundamental change in their existing operating model. All of this can be
summed up in one-word Transformation.
Traditionally when we think of an operating model we immediately think about the execution of processes
and procedures within an organization. However, theheart and soul of any organization is its culture.
Workplace culture can be described as the character and personality of an organization. It’s what makes your
organization unique and is the sum of its values, traditions, beliefs, interactions, behaviors and
attitudes.Workplace culture is as important, if not more important, than your business strategy because it
either strengthens or undermines your business and the objectives it is trying to achieve.
A BRM Capability is one-part strategy and two parts culture. According to the BRMI (Business Relationship
Management Institute), Business Relationship Management is both an organizational role and a discipline. As
an organizational role, the Business Relationshipis a connector and translator between the provider
organization to a business unit, and the business unit to the provider organization. As a discipline, Business
Relationship Management embodies a set of competencies (knowledge, skills, behaviors) that foster a
productive, value-producing relationship between a provider organization and their consumers.
Developing a workplace culture that fosters a new BRM capability transforms the way Business Partners and
Provider Organizations interoperate and is the heart and soul for the adoption and execution a BRM
Capability. The question still remains how does this accomplished?
As BRM’s we’ve grown accustomed to being “agents of change”and understand reengineering the culture of
a workplace is a monumental undertaking. We don’t subscribe to the Myth “Hoping that the journey to the
future state will be simple and compelling.”As the Transition Leader, the Business Relationship Manager
(BRM) will be instrumental in the adoption of the new BRM Capability which includes the smooth adoption of
the BRM role.
Let’s explore a tool that a BRM can use to ensure greater success for the implementation of a BRM Capability.
Business Transition Management (BTM) is normally used by BRM’sto ensure that business areas impacted by
an initiative understand and are prepared for the business transition (not just technology)to minimize
business operations disruption. This same tool can be leveraged to prepare an entire organization for the
adoption of a new BRM Capability.
BTM is a deliberate approach for managing the human dynamics before, during and after implementing a
business or in our case an organizational change initiativeto prevent “value leakage”.Remember value
leakage is the measure net difference between potential value and realized value. BTM identifies shifts in:
Processes, Behaviors, Language/Terminology, Roles, Structures, Reporting Relationships, Teaming
Interactions, Culture, Day-to-Day Operations, Physical Locations and Technology. BTM identifies who is
impacted and the network of sponsors, change agents and advocates needed to make the change happen.
BTM paves the way for strong and sustained sponsorship. BTM engages stakeholders, created buy-in, and
prepares individuals and groups by determining who should be engaged and how.
Now that we’ve identified our tool to assist in ensuring the change. Let’s talk a little about what’s required to
make meaningful change to take place and finally the steps required. The Formula for Change was created by
Richard Beckhard and David Gleicher, refined by Kathie Dannemiller and is sometimes called Gliecher’s
Formula. This formula provides a model to assess the relative strengths affecting the likely success of
organizational change programs. Three factors must be present for meaningful organizational change to take
place. These factors are: U= Urgency due to dissatisfaction with how things are now; V=Vision of what is
possible and FS=First, concrete steps that can be taken toward the vision. (UxVxFS) >R If the product of these
three factors is greater than R(=Resistance) then change is possible.
Last but not least successful integration of a BRM Capability begins and ends with the right executive
sponsorship from both the Business and Provider organization. A significant amount of time must be allotted
to ensure both parties have a thorough understanding of the new operating model and its value based focus.
An excellent tool to use for this dialogue is a responsibility assignment matrix (RAM), also known as a
RACI chart. It will help to ensure precise clarity around roles and responsibilities and should be agreed upon
by both parties.
So, if our goal is to mitigate culture shock and develop a workplace culture that fosters a brand-new BRM
Capabilityeachof these items need to be in place, if not our experience has taught us that “Culture Will Eat
Strategy for Lunch”!
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