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Welcome to episode 13! Developing the BRM capability and driving strategic impact.
๐๏ธ In the latest episode of The IT Business Partner Playbook Podcast, I was joined by Mohammed Muslim, a Business Relationship Manager (#BRM) at Hamad Medical Corporation in Qatar. Muslim shared his journey into BRM, the challenges of establishing the function in a large healthcare organisation, and the importance of community-driven learning.
1๏ธโฃ Transitioning into the BRM Role
With over 28 years in healthcare and IT project management, Muslimโs transition into BRM was natural. He had always been a relationship builder, and while he initially wasnโt familiar with the title, he immediately felt at home in the role.
2๏ธโฃ Building Awareness & Overcoming Challenges
Muslim and his team faced early struggles in defining the BRM function within a 40,000-employee organisation. The pandemic slowed adoption, and many stakeholders initially misunderstood the role. Through internal campaigns and executive sponsorship, they worked to increase awareness and reposition BRMs as strategic advisors, not coordinators.
3๏ธโฃ The Role of BRMs in Strategy & IT Alignment
Muslim discussed the delicate balance of managing business expectations, IT capabilities, and governance. He shared how BRMs educate business leaders on IT constraints, and IT leaders on business needs, to ensure all initiatives deliver value and are aligned to strategy
4๏ธโฃ The Power of Community & Collaboration
Muslim played a key role in the BRM World Tour in Qatar, helping BRMs across the region connect and share best practices. He emphasised the importance of networking with BRMs globally to drive maturity in the profession.
5๏ธโฃ AI, Automation, and the Future of BRM
AI is transforming Muslimโs work, allowing him to automate parts of routine tasks like business case preparationโfreeing up time to focus on relationships and strategy. He highlighted how AI is not a threat, but a tool to enhance BRM efficiency.
6๏ธโฃ Looking to the Future
Muslim envisions the BRM function becoming as recognised as project management within a few years. He emphasised the need for certifications and structured training to gain credibility, and ensure organisations fully understand the value BRMs bring not only to the business, but their IT colleagues
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","author_name":"Marc Morley"}