brms must add digital business leadership skills to their toolkit to remain successful!

BRMs Must Add Digital Business Leadership (DBL) Skills To Their Toolkit To Remain Successful!New York City Event Recap

LEF Proprietary and Confidential 2February 18, 2017

REIMAGINING ORGANIZATIONS

AND THEIR LEADERSHIP FOR A

TECH-DRIVEN FUTURE


Personal power: the key to BRM success – key points

• Generating real business value requires building relationships with business partners

• A BRM’s value is the partner’s experience

• The effective BRM understands that their job is a performance, on stage every day

• Personal power is the key to strong relationships and impact

• Personal power can developed through practice

BRMs

Kirt Mead


A powerful IT strategy …

• Provides answers to important strategic questions

• Provides clear linkage to the business strategy, growth plans, business change initiatives and priorities

• Surfaces and shapes innovative ideas and demand – both traditional and digital

• Includes simple frameworks to link the business to IT priorities

• Puts technology in the front office by speaking about the business as much as possible and about technology as little as possible

• Is ‘outside-in’ with the customer’s and outside partner’s point of view highlighted

• Is anchored in a business case -- enterprise value creation with choices that maximize positive cash flow for the chosen period

• Includes a memorable mission or tagline; Can be summarized on one page so stakeholders can access and remember it

Ed Novak


“I valued the opportunity to be a part of this training, and I have grown new skills that allow me to be more effective. I

plan to apply what I have learned with my business partners, IT partners, vendors, and through my every day

work.” - IT Business Consultant

“I appreciated the energetic and candid discussion about the digital

era. It was especially thought provoking, and it challenged the group to see themselves - and

their roles - differently.” - IT Director

“It was fun to take an in-depth look at MBTI personality types and how they impact my communications.”

- Area Architect

“It's great to know that my leadership values this skill set, and it was great to

be able to practice.”- IT Service Mgmt Lead

“I wish I had had this class much earlier in my career.”

- IT Manager

What the BRMs said ClientCase Study


Understanding the external world:

• Decision-making processes• Overt and covert agendas• Bases of power• Own locus of influence• Culture, style• ‘Politics’

Managing the external world:

• Acting with integrity• Avoiding psychological game-playing• Accepting self and others for what they are• Win-win strategies for conflict management

From political unawareness topolitical awareness

From psychological game-playing to acting with integrity

Leaders who have attained long term successRobina Chatham


• BRM advises the business

• BRM guides the use of IT

• BRM is focused on the front of the firm and its technology needs

• Technology is the business milieu

• Enterprise architecture covers the wider business eco-system

• BRM selects and co-creates solutions from a variety of sources and suppliers

• Business technologies merge with personal technologies

• BRM is Sales for Enterprise IT

• BRM controls the use of IT

• BRM is focused on back office support

• Technology is a business tool

• Enterprise architecture stops within the firewall of the organization

• BRM sources and develops solutions from Enterprise IT for passive users

• Business technologies are distinct from personal technologies

Inside-out BRM Outside-in BRMBRMs Require a Different Mindset to Evolve into Digital Business Leaders

Ibrahim Jackson

LEF Proprietary and Confidential

THANK YOU

brms must add digital business leadership skills to their toolkit to remain successful!

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