BRMs Must Add Digital Business Leadership Skills To Their Toolkit To Remain Successful!
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Transcript of BRMs Must Add Digital Business Leadership Skills To Their Toolkit To Remain Successful!
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BRMs Must Add Digital Business Leadership (DBL) Skills To Their Toolkit To Remain Successful!New York City Event Recap
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LEF Proprietary and Confidential 2February 18, 2017
REIMAGINING ORGANIZATIONS
AND THEIR LEADERSHIP FOR A
TECH-DRIVEN FUTURE
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LEF Proprietary and Confidential 3February 18, 2017
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
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LEF Proprietary and Confidential 4February 18, 2017
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
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LEF Proprietary and Confidential 5February 18, 2017
“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
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LEF Proprietary and Confidential 6February 18, 2017
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
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LEF Proprietary and Confidential 7February 18, 2017
• 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
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LEF Proprietary and Confidential
THANK YOU