Case Study - Building BRM at Loughborough University

My background is technical IT but over the years I have moved into managerial and then relationship management. Now I am a full time IT Business Relationship Manager otherwise known as an IT Business Partner

Initially I was managing servers for the IT department, this then moved into going out talking to stakeholders about their needs and managing internal recharging and budget transfers for them. I built up a relationship with these key stakeholders and they started approaching me with all of their IT needs.This caused me to steer away from the technical aspects of server management and more towards relationship management. After some time, half of my role was formally dedicated to relationship management and quickly evolved into a full time post as demand grew.It was clear that the value and improved relationships between the stakeholder groups and IT department was making a hugely positive impact on the business, and the evidence justified the role.

Around seven years although it has gone through a few transformations in that time. At first we were the ‘Academic and Business Partnering Team’ to put the emphasis on improving relations with the academics, then we relaunched as Business Partnering’ - a name we still hold today. However, our function has shifted focus a few times under this guise.

This is where is gets complicated, there are two full time BRMs of which I am one.  In addition, we have two BRM support roles and a placement student but as well as supporting BRM they also support Communications and Student Experience. There are two people seconded to the team on a part time basis who focus on helping in specific areas.

Outside of the team there are three ‘Support Managers’ for academic areas who have Business Relationship Management incorporated into their job descriptions and roles, although they are not line managed within our team.

Last but not least, we have around 10 unofficial BRMs, which we call ‘The Wider Business Partnering Team’, these include other members of the IT department who talk to the stakeholders directly and maintain a relationship with them.

As an IT Business Partnering function we report into the IT Director.  We do not have a CIO role at Loughborough.

We deliver a lot of value which isn’t measured officially, the main being improved relationships and the business talking to us earlier in any business change/improvement process. We measure these improvements internally through a BRM maturity assessment tool we have developed in-house, based on some of the tools made available through the BRM Institute.

We are now also tracking our work and have the ability to run reports showing evidence of; outcomes delivered, where we have joined up stakeholders and where we have been able to stop invalid requests early

Mainly political challenges as well as understanding and acceptance of the role. It can be quite hard to define and ‘sell’ the role to people but after discovering the BRM Institute and their best practices, that became a whole lot easier.

The membership platform is available 24/7 online and really has been valuable to me and my organisation.  Not only doesit provide the best practices, tools and advice on how to maximise the potential of the BRM function, but it also offers up invaluable learning resources and a really supportive community. The community aspect is fantastic, you can ask questions, join working groups, share new initiatives and ideas and get so many different viewpoints and ideas to help you.

They also run global networking events and it’s -a great chance to meet other BRM’s facing similar challenges.  It’s always inspiring and there are no end of ‘takeaways’ you can implement as soon as you get back.

The BRM function can really help bring your stakeholders and IT together, developing plans through new business initiatives, new technological opportunities creating and building a trust network that really cocreates true organisational value. Gone are the days of IT being a mystical black box no one understands or It as a cost centre which delivers a service to the level demanded of the business after implementing a BRM function IT and the business become a synchronised peer group working together.

First and foremost they have to be personable, open and honest, then a good communicator with a level head. You don’t want someone who is going to panic or fly off the handle at the hint of trouble.

Yes the BRMP is key to getting everyone on the same page and working to best practices and understanding where the function works at its best. I would always recommend new BRMs take the BRMP as soon as possible.

The CBRM is great after the BRM has been in post for a while and wants to progress to the next level, adding more tools and understanding the best ways to use them to maximise them.

Don’t run before you can walk, take it slow and work your way up the BRM Institute maturity model, each level may take a year or more to progress through but if you do progress in a managed way you are more likely to succeed and stay there.