Business Relationship Managers (BRMs) play a pivotal and transformative role within organizations. Acting as the strategic connection between business partners and IT, BRMs influence organizational strategies and serve as catalysts for growth and effectiveness, ensuring that technology drives measurable progress, achieves strategic goals, and enhances overall performance.
As the elevator pitch goes, “BRM is a business-focused organization within IT that combines strategic vision with action to deliver results that drive growth, increase effectiveness, and improve business performance.”
Yet, when BRMs become entangled in operational tasks—like resolving IT tickets or managing project details—they risk diminishing their strategic influence. While these tasks might appear to deliver “quick wins,” they often dilute the distinctive value that BRMs provide. To maximize their impact, BRMs must learn to delegate tactical activities and remain disciplined in their strategic focus.
The Trap of Operational Work
BRMs often find themselves managing or resolving issues that should belong to other areas of IT. These tasks might include chasing down IT tickets, drafting technical specifications, or taking on project management duties. While it may seem like BRMs are simply being helpful or ensuring that tasks are completed, this behavior ultimately distracts them from their strategic mandate.
At the core of this issue is a misguided belief: If the BRM doesn’t step in, the issue won’t get resolved, potentially leaving the business partner at a disadvantage. However, as the saying goes, “If it’s not your business, don’t make it your burden.” By intervening in these operational matters, BRMs take on roles that belong elsewhere in the organization and risk being perceived as tactical rather than strategic.
This misalignment has far-reaching consequences. When BRMs take on operational tasks not in their purview, their strategic impact is diminished. Rather than being seen as strategic leaders, they are viewed as tactical problem-solvers who deal with day-to-day issues. Over time, this can erode the value of the BRM role altogether, reducing it to one that appears unnecessary or redundant—far removed from the high-level strategic contributions they were hired to deliver.
How to Address These Situations
When BRMs find themselves entangled in operational tasks, two areas need attention: the long-term need for clarity around the BRM role and the short-term discipline to ensure that operational issues are resolved by the appropriate parties.
One reason BRMs are often asked to handle operational tasks is a widespread misunderstanding of their role, especially within IT. Many IT teams may not have a clear understanding of what BRMs do, so they assume that BRMs handle anything related to business requests or project coordination. This misunderstanding can lead to IT managers or teams pushing operational tasks onto BRMs, as they believe they fall within the BRM’s scope.
However, this assumption is problematic because it blurs the boundaries of the BRM role. It causes BRMs to be viewed as tactical in nature and erodes their effectiveness. When BRMs are asked to perform tasks traditionally managed by other IT functions, the result is role confusion, misaligned priorities, and a weakened focus on achieving strategic business outcomes.
To address this, organizations must develop a clear BRM strategy that integrates seamlessly with the broader IT operating model. A well-defined BRM strategy outlines responsibilities, establishes connection points, and sets rules of engagement with business partners. This clarity fosters a “one-team” relationship between BRMs and IT, ensuring that each role is respected and that operational tasks are handled by the appropriate teams.
When everyone understands the BRM role, BRMs are less likely to be pulled into tactical work and can focus on their primary purpose: driving strategic value for the organization and its business partners.
In the short term, BRMs must exercise the discipline to say “no” when asked to take on operational tasks. Redirecting these issues to the correct IT team—and escalating when necessary—ensures that operational responsibilities remain with those best equipped to handle them.
When BRMs step in to handle every operational issue, they may solve the immediate problem, but they’re only addressing the symptom, not the root cause. While it may feel counterintuitive, allowing operational issues to follow proper channels and escalate when necessary is often the best way to uncover systemic problems that require attention. For instance, if a ticket remains unresolved or a project stalls, it may expose deeper process flaws or resource gaps. By stepping in, BRMs risk masking these underlying problems, inadvertently perpetuating inefficiency.
Think of it like a leaking roof: Placing a bucket under the drip might prevent immediate water damage, but it doesn’t address the underlying problem. Instead, the homeowner should alert a roofing professional to assess and address the issue before it worsens. Similarly, BRMs should bring issues to the attention of the responsible teams, ensuring they are aware of the problem. By doing so and escalating appropriately only if needed, BRMs enable those teams to take ownership and implement long-term solutions, avoiding the pitfalls of temporary fixes.
This approach doesn’t mean BRMs are neglecting their duties. On the contrary, it ensures that they stay focused on their strategic responsibilities. Like a CIO, who prioritizes high-level goals and empowers their teams to handle day-to-day issues, BRMs maintain their position as strategic partners, driving meaningful business outcomes.
By confidently pushing back on operational tasks, BRMs reaffirm their role as strategic leaders. This enables them to focus on what they were hired to do: aligning technology investments with business goals, fostering growth, and delivering long-term value and impact to the organization.
Conclusion: Focus on Strategic Value
In the long term, BRMs who take on operational tasks risk being perceived as tactical problem-solvers rather than the strategic leaders they are meant to be. By stepping back from these tasks and redirecting them to the appropriate teams, BRMs preserve their ability to deliver maximum value and impact.
When confronted with operational work, BRMs should take proactive steps: Raise the issue with the right teams, empower others to take ownership, and resist becoming the go-to solution for IT tasks. This approach not only protects the strategic integrity of the BRM role but also ensures that BRMs contribute meaningfully to the organization’s long-term success.
Ultimately, BRMs should remember the mantra: “If it’s not your business, don’t make it your burden.” By embodying this mindset, they demonstrate leadership, confidence, and a commitment to fulfilling the true promise of BRM.
About the Author
Jeff Warren is the President of Barkley Consulting Group, a leading BRM consulting firm that helps organizations develop top BRM talent and create impactful BRM programs. Jeff has over 35 years of leadership and innovation experience as an IT executive, with a focus on business and technology. His “High-Performing BRM” class has empowered countless BRMs to excel in their roles and drive meaningful change within their organizations.
