Repositioning the BRM function

So you've got your BRM (Business Relationship Management) function set up and you've been climbing the maturity ladder but then you hit a wall. The wall is a mix of operational and strategic work but the final repositioning to a fully strategic function is met with resistance, so what do you do?

You need to attack this problem from two angles, operational and strategic. 

First the operational level, it's important not to leave a value gap. You can't just stop delivering all that business value at an operational level, so how do you fill the void? Maturing your operational level processes for other functions, empowering others and guiding them. 

At the same time you might be met with resistance from strategic level groups not wanting the BRM function to increase its presence in their areas. A perceived loss of power can be a strong motivator to putting up resistance. One option is to demonstrate the business value of the BRM function to get a seat at the table. The other is to get involvement in recreating the strategic table with BRM a key player at the new table. Again it can be met with resistance but the resistance has moved to an alternate group. 

Ultimately you want what's best for the organisation and it may seem like game playing and political wrangling to get there, but the result should be more business value! Just try not to upset anyone on the way after all you are a BRM and hopefully you can make everyone happy and deliver the maximum value :-)

For more in depth and a less personal view please check out the Business Relationship Management Institute BRMI as that is a fantastic source of information and has a thriving community discussing these types of issues!