The Game Plan: Strategic BRMs Focusing on Optimizing Value

As BRMs we often spend most of our time looking at our business units game plans, their long term strategies to achieving success, but we don't often look at our own. Now some might argue that if we make our business succeed then we ourselves have succeeded, and yes that is true, however if we can have our own game plan to optimize that success then the value could be maximized in that win for the organization for both the BRM and the business unit, a true win win!

So what should a BRM game plan look like? Well like all complex and interesting things, it depends, it depends on the maturity, the internal politics and a myriad of other factors. So how should it be approached? Well that is simple, like all things BRM it should be approached with value in the forefront of the mind, specifically measuring anticipated value and planning to maximize it without depreciating any value being gained elsewhere within the organization, actually not as simple as I might have first stated, lets break it down into four steps:

1) Finding potential value
2) Measuring expected value
3) Maximizing delivered value
4) Checking for value disruption

So step one was finding the potential value, this is key and like any hunter stalking their prey, to find it you have to understand it. I don't just mean reading up on a business units strategy or knowing what their top aims are for the coming years but really understanding them, get embedded in the business, know how they work and learn about the complex and interesting factors that build up the unwritten rules of how they plan, operate and improve. Once you really understand the business and the people operating within it you will learn the most effective ways the value can be realized. There is no point pushing for a strategic value chain to be focused on when you know the people needed to implement it don't believe in it and are planning on campaigning for a change in direction for it.

Step two is measuring the expected value, this involves looking at the value from multiple angles to see who is going to be gaining and where. It’s not all about the money, reputational gains, risk reduction, trust building or simply laying the foundations for longer term future strategy may all be elements of value to be gained. Build up some KPIs for the relevant stakeholders to agree on, then once agreed move onto step three.

Step three is about maximizing that value, so looking for potential value leakage and minimizing it, looking for the big value gains to push more resources towards. Can you now improve on the KPIs set in step two? Or ensure they are met with minimal risk?

Step four is one often forgot about but as a BRM you always need to look at the bigger picture, producing value for one business unit within a large organization can sometimes have a detrimental effect on another business unit. To mitigate this risk, ensure the correct levels of governance and control have been involved and are aware of any potential knock on effects. Keep them up to date with high level reports of progress as things change, a long term project may be fine one month but the next could have a big impact.

In conclusion, every organization is different and it’s impossible to define a game plan that will work for everyone but I hope to have made you think and given you an idea to help you deliver some value and improve your BRM game.