BRM Explained: The Collected Works (Volume One): BRMBOK Series

By BRM Institute

BRM Explained: The Collected Works (vol. one) is a curated selection of articles from BRM Institute's Body of Knowledge and can be used as a prep tool for the BRMP ® course/certification or as a foundational overview of the art and practice of Business Relationship Management.

Providing a treasure trove of experience and knowledge geared toward propelling any BRM through their professional career, BRM Explained provides guidance on topics such as:

Communicating in industry terms

Honing leadership skills

Using the BRM Capability to shape your organization's ecosystem

Being inspiration for your team

Connecting relationships with results

Setting up your BRM team

Reporting value add to your executive leadership

And much more...

The helpful outlay of knowledge in this book (as well as the BRM capability and mindset) is applicable to anyone, in any industry, at any point in their career. 

• Language: English
• Publisher: BRM Institute Publishing
• Release date: Jan 4, 2022
• ISBN: 9798201804978

Book preview

BRM Explained: The Collected Works

The information contained in this material is subject to change without notice. This material contains proprietary information that is protected by copyright. (Version 3)

Copyright © 2021 by Business Relationship Management Institute, Inc. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means or stored in a database or retrieval system without the prior written permission of the publisher.

ISBN: 979-8-8019250-6-6

All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, names are used in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark.

Details of the range of materials published under the BRM Institute banner can be found at www.brm.institute.

If you would like to inform BRM Institute of any changes that may be required to this publication, please email them to [e-mail].

For further information on the Business Relationship Management Professional (BRMP®) professional development and certification program, please visit http://brm.institute/professional-development/business-relationship-management-professional-brmp/.

For further information on the BRMP® training accreditation, please visit https://brm.institute/registered-providers/.

Alternate Contact Information:

Business Relationship Management Institute

3340 Peachtree Road, Suite 1800

Atlanta, GA 30326

Email: [e-mail].

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Table of Contents

Preface

BRM Knowledge and Development Paths

How to Use This Guide Book

What's New in This Edition of the BRMP Guide

Part I: BRM Basics

BRM Is Everywhere

Relationships Are Everywhere

BRM Role Competencies Are Ubiquitous

Roles vs. Jobs

BRM Philosophy

BRM Philosophy and the Triple Bottom Line

Basic Concepts of BRM Philosophy

Summary of BRM Philosophy

Introduction to Business Relationship Management

The Genesis of BRM

The Mission of BRM

Defining BRM

Theory of Relationshipism

The Genesis of Culture

Culture Is the Energy Source

The Infinite Potential

Culture Impact on Purpose

Summary of the Theory of Relationshipism

Why BRM, Why Now?

Great Relationships Are Needed

Business Relationship Management Addresses Global Trends

Part II: The Relationship-Centered Organization

The Relationship-Centered Organization System

The Environment

The Organization

Organizational Conditions

Organizational Factors

Human Factor

Brand Factor

Innovation Factor

Technology Factor

Infinite Factor

Organizational Enablers

Activity Domains

Mindsets

Your Mindset About Mindsets

Putting It All Together

Part III: What Is a BRM Capability?

BRM Capability

BRM Capability and Its Role in Executive Management and Boards of Directors

Build Partnerships

A Framework to Build Partnerships

Relationship Maturity Model

Setting the Foundation for Becoming a Trusted Advisor in 60 Minutes

Building a Relationship Strategy on a Page (RSOAP)

Drive Value

A Framework to Drive Value

Definition of Value

The Impact of Relationships in Driving Value

The BRM's Role in the Value Framework

Sources of Value

Roles and Responsibilities for Enabling Value

Communicating Value

Impact of Organization Purpose and Strategy on Value

Idea Document

Value Plan

Components of the Business Case

Value Leakage

Evolve Culture

Culture Can Be Your Most Powerful Resource

Healthy Culture Inspires Engagement

Evolve Culture with a Growth Mindset

Evolving Culture

Language Matters

Shared Ownership

Now and New

Now-to-New Enabler

The Now-to-New Advantages of Relationship-Centered Organizations

Organizational Purpose and Strategy

Organizational Purpose Sets the Context for the BRM Capability

Organizational Strategy and the BRM Capability

Core Values

Satisfy Purpose

Reasons for Being Versus Existence

A Framework to Satisfy Purpose

Satisfying Purpose Through BRM

The Triple Bottom Line

Triple Bottom Line

Part IV: It's a Role, Not a Job

BRM Code of Ethics

Professional Responsibility

Professional Development

Professional Representation

Conflicts of Interest

Partnering with the Public/Organization/Community

Fairness and Responsibility

BRM Mindset

Purposeful

Self-Actualized

Relationship-Centered

Playful

Fearless

BRM Role

Typical BRM Role Scope

BRM Competencies

Typical BRM Career Paths

What Is a BRM

BRM Role Clarity

Common BRM Role Challenges

Avoiding Failure Modes Through Obsessive Pursuit of Win Modes

Growth Mindset

Our Remarkable Brains

The Incredible Implications of a Simple Mindset Choice

Attaining a Growth Mindset

The BRM Role and Growth Mindsets

Partnering Mindsets

Connector Mindset

Cultivator Mindset

Explorer Mindset

Investor Mindset

Roles Interacting with BRM

Single Point of Focus

Rationale

Implications

The Role of BRM in Now-to-New

The Role of Formal Leadership in Now-to-New

BRM Role Competency Model

Purpose of a Competency Model

Framework Overview and Objectives

Framework Design

Competency Levels

Developing a Competency

Part V: BRM Teams—Working Together to Satisfy Purpose

BRM and Partner Transition Plan

Entry

Exit

BRM Community of Practice

Title Variants

Ensure a Thriving BRM Capability Through a BRM Community of Practice

BRM Capability Budget

Other Areas of Consideration

BRM Community of Practice Leader Role

Even the CEO Needs a BRM

BRM Teams

Creating Purpose, Vision, and Mission Statements

The Distinction of Purpose, Vision, and Mission

Approach

Disciplines Interacting with BRM

Agile and BRM

Change Coaching and BRM

Project Management and BRM

The Value of a BRM Team

Glossary of Terms

Appendix

The BRMP

Tips for how to prepare for taking the BRMP exam

Completed Your BRMP! Here is Your Next 30/60/90 Day Plans

BRM Institute and the Single, Global BRM Community

Volunteerism: Why It's Important

What is Business Relationship Management?

Business Relationship Management is unique in that it is not only a role, but it is also a state of mind: a philosophy accompanied by a capability to transform the productivity of entire organizations.

By realizing the infinite power of individuals harnessing together to propel their organization forward with a shared purpose, Business Relationship Managers are highly-skilled integrators: trained professionals who identify and nurture hidden talents within teams, and  evaluate shared resources that make each organization more effective. They are also a designated role who works tirelessly to ensure that interdepartmental silos are broken down, and that communication flows effectively and freely, resulting in decades of accumulated experience, skills, and knowledge converging for the benefit of the entire organization.

Business Relationship Management adheres to the philosophy that as individuals, we each have valuable talents to offer, and that as a whole, we are a sum of those talents. Business Relationship Management operates under the assumption that the traditional business model of solely focusing on profitability (the bottom line) is as tired as the burned-out employees who try to sustain that model, and instead, focuses on an evolved bottom-line, a triple bottom line that merges elements of  people, purpose and planet in a way that has never been done before, to ensure that everyone involved thrives.

Business Relationship Managers believe that the old idea of ‘success’ is outdated.

Should it be considered successful to have an organization that turns a profit, but whose employees stagger home each night, happy to be rid of their role for the day, dreading their return to the workplace the next day, and too stressed out to be happy in their personal lives?

BRMs around the globe would answer a resounding and unified no to that question. 

Instead, BRMs dedicate their lives to bettering the workplace environment, creating a place where employees feel valued, feel heard, and feel empowered in contributing to a purpose shared by each employee in the organization. Using their skills to hone the efficacy of their organizations, BRMs create lasting and meaningful change that is validated by the increase in revenue and productivity. 

Happy employees are more productive and efficient, which leads to increased profitability, and they are also more inclined to stay... increasing employee retention rates and decreasing the burden on internal staffing departments.  The old "churn and burn’ mentality of traditional business models is becoming a thing of the past, as BRMs usher in the future. 

BRMs evolve the culture of the organizations they operate in for the better, creating workplaces where partnerships are cultivated, where individual purpose is as valued as the shared organizational purpose, and as a result of the cultural shift, BRMs are able to capture measurable value in ways that seemed unattainable before.

Make no mistake, Business Relationship Management is a capability that every organization already has. The skills employees have already exist. The ability to converge the experience of various departments is already there... these elements simply need to be harnessed and advanced.

Envision your own organization for a moment, and think of all of the software you already own in various departments, the skilled team members throughout the whole organization, and the resources that have already been paid for and cultivated.

Everything you need to have a highly-efficient organization is already in place.  What you  need now is a way to bring it all together, and that is the value that Business Relationship Managers provide.

Do you remember in grade school, when you sat at your desk and learned the importance of identifying the five W’s?  Knowing the Who, What, When, Where, and Why of any situation or problem is key.  Because then you are able to determine the sixth and most important element:  The How.

In the context of this book, your organization’s products/services are the ‘what,’ your shared organizational purpose is the ‘why,’ and Business Relationship Management is the ‘how.’

The BRM evolution aspires to evolve the traditional business model into something that benefits everyone, from entry-level to C suite, in substantial ways that bring value, purpose, and satisfaction to everyone involved.  We believe it’s a noble purpose, and we sincerely hope that you agree. 

You are a part of the solution, and these pages have the power to launch you onto a trajectory that changes the course of your life, and the lives of everyone around you. 

The when...is now.

And the who... is you.

BRM Knowledge and Development Paths

Paths will vary by individual lifelong learning plans. 

Paths include (optionally): 

Organization advancement paths

Becoming a relationship-centered organization.

Strategic partnering approach.

Value-focused organization.

Classes.

Workshops.

Self study & self development.

Recognition of learning and development include:

Certificates of completion.

Certificates of experience.

Credentials

BRMP®

CBRM®

MBRM®

Specialties (microcredentials) 

Technology BRM.

People BRM.

Finance BRM.

BRM team leader.

BRM consultant

BRM with external relationships.

BRM capability manager.

External customer relationship manager (sales person).

Etc.

How to Use This Guide Book

This publication serves as a tool for those studying for BRMP certification, and also as an introduction to the concepts of Business Relationship Management for anyone wanting to enhance their professional lives with evolved skills, mindsets, and doctrines.

Anyone can use this book.

The content contained herein is extracted from the BRM Institute Body of Knowledge, a vast repository of collected knowledge, gleaned from the single, global, BRM Community.

Just as BRMs endeavor to share knowledge within their organizations, effectively breaking down information siloes, the BRM Community as a whole operates in such a manner.

Information/experience/knowledge that can help other BRMs (or BRM teams) is shared in the Body of Knowledge, and the BRM Institute nurtures and protects this single source of BRM knowledge.

That very knowledge is shared with you now on the pages of this publication.

For access to the complete BRM Body of Knowledge, learn about membership to the BRM Institute and the single, global BRM Community.  A multitude of individualized membership plans exist to meet your needs—to serve you where you are now and where you want to go in the future. 

You can do this, and we can help!

What's New in This Edition of the BRMP Guide

This is BRM: The BRM Mission Statement

Theory of Relationshipism

Triple Bottom Line

The Relationship-Centered Organization System

Organizational Factors

Organizational Conditions

Mindsets

Templates

Language Evolution

Extended Impact Report

Leadership-As-Practice

Now-to-New Enabler

© 2016-2021 Business Relationship Management Institute, Inc. Page

The old adage Money can’t buy happiness has never felt more fitting than it does in today’s current socioeconomic climate.

As the world becomes more complicated, people and organizations have grown weary of what was once considered exciting.

In the 1950’s and ’60’s, someone commuting to work, briefcase in hand, was synonymous with success. They might’ve had a lucrative career, but not pictured was the long commute home at the end of an exhausting day, or how they didn’t get home in time to kiss their kids goodnight. Thus, the rat race was glamorized, and the continual reaching for the brass ring commenced. 

For quite some time, only productivity mattered. Burn-out and turn-over rates were irrelevant, as long as that monthly financial goal was hit. Mindsets and culture were absolute: Money talks, and nothing else matters.

Luckily, the world as a whole is realizing that there is a better way of life than simply reaching their financial goals. They want more.

People and organizations alike are realizing that success should be redefined, that mindsets should be growth-oriented and flexible, and that at the end of the day, everything and everyone has a common denominator:  Relationships.

Effective relationships and a clear purpose are at the center of every achievement, every highly effective team, and every value-focused organization. This evolution in mindset is the basis for business relationship management (BRM).

Satisfying purpose, both individually and organizationally has become the new brass ring, only this brass ring is attainable, and we’re here to show you how to reach out, grab it, and live your best life! 

To begin your journey, the first selection of articles discusses:

• What BRM is.

• The rationale behind why every organization needs BRM.

• Why robust relationships are crucial to the effectiveness and longevity of all organizations.

• Where the BRM capability exists (everywhere!).

• The theory of relationshipism.

• The philosophy of BRM.

What are you waiting for?

Turn the page!

BRM Is Everywhere

Business relationship management is everywhere, and anyone can benefit from learning, applying, or even mastering a variety of business relationship management competencies, regardless of their actual job title. Furthermore, every organization has a BRM capability, whether they are conscious of it or not, because organizations are built on relationships that create lasting value. Also, every person within the organization needs the skills to build and improve their relationships with one another, as the quality and quantity of those relationships are the power source driving value in organizations. Finally, all people interact with other people, making requests from multiple directions. The way we shape and manage the demand placed on our personal resources is a key factor in the value we each feel we create as individuals.

Relationships Are Everywhere

Because we are all involved in work relationships, business relationship management is embedded in every interaction.

What does this mean? Relationships are the true lever to evolving culture from toxic to fruitful. 

In essence, relationships are the fabric of collective accomplishment—in life and within organizations—and of people working toward a common purpose. Fostering relationships requires certain skills and competencies. In the work environment, meaningful relationships lead to lasting partnerships founded on equity, mutual respect, and a shared purpose. 

Traditional organizational models view work relationships as a requirement to get the job done. As a result, the number of meaningful, productive relationships is small, and the organization's value potential is limited. A relationship-centered organization turns the traditional system on its head, and instead of viewing the product as the core focus, it places purposeful relationships at the center. It knows that as the proportion of solid relationships increases, innovation will occur, the products will come quickly and will be of higher quality, and the organization will thrive. Because relationships are at the center of everything, so is business relationship management.

BRM Role Competencies Are Ubiquitous

Take a moment to look at the BRM Role Competency Model. What kind of people inside and outside of the work environment might benefit from understanding and applying any one of these competencies and skills? Notice that some, if not all of the competencies needed for someone to play the role of a BRM are also great attributes for people to acquire or develop in other roles, in addition to being beneficial in everyday life.

Consider the ability to influence without direct authority. This is an essential skill set required of someone in the BRM role to perform well, but that's not to say others wouldn't greatly improve themselves and their relationships by learning and applying it. Car salespeople, politicians, doctors, teammates, and spouses would all benefit from an improved ability to influence without having any direct authority to do so. In fact, the whole world would benefit from everyone turning their individual influence skills up a notch. Perhaps there would be less war, conflict, or divorce. 

As an example, imagine the day-to-day of a director of communications for a global, luxury health and fitness membership club. To perform well, this individual would ideally be highly competent in demand shaping when dealing with daily requests from departments like membership, luxury services, classes (online and in-studio), etc. Not only is this professional fielding incoming requests from a variety of areas within their organization, but they clarify why the request is being made, of whom, and the capabilities of those being asked. This is the essence of demand shaping. Is the director of communications using the skills of a BRM? Yes. Even though it’s not their job title? Yes. Ultimately, honing the competency of demand shaping and applying those skills will yield more value from any individual at any organizational level. 

Roles vs. Jobs

It's important to understand that a role and a job are different. In fact, using the two words as synonyms causes a great deal of confusion. In essence, a role describes a set of competencies needed in someone to perform a specific procedure to achieve the desired results. A job often encompasses several roles. To think of BRM as solely a title on a business card means there is no permanence to it, or to any job title for that matter. Instead, think of BRM as a role that encompasses the everlasting and pervasive value of the competencies it takes to perform the role well. 

With or without the job title of BRM, anyone has reason to learn, apply, and improve from the competencies that make up the role of a business relationship manager. When something creates perpetual value outside the confines of the work structure by improving individuals' lives, the relationships between people, and society as a whole, it is bigger than a job title. For that reason, it would be an injustice to hide it from anyone who could benefit from it. Much of the highly-desired skills attributed to the BRM role are skills that many people in other roles will benefit from. All people everywhere could gain knowledge and improve themselves from at least an entry-level appreciation of business relationship management skills. 

This universal application of business relationship management competencies is actually great news to people whose jobs focus primarily on the BRM role. It means that BRMs who develop, nurture, and advance their personal BRM skillset are building a base of skills that can be applied to all other roles, as well as to life in general. Over time, that leads to more rewarding careers and lives. Equally important, this skillset is perpetual, timeless, and will not succumb to technology or procedure advancements. No BRM competency will be rendered irrelevant over time. Therefore, BRM is not only everywhere, but it is everlasting!

BRM Philosophy

BRM philosophy centers on the belief that positive relationships drive value in organizations and contribute the greatest positive impact to economic value, people, and the planet.

This philosophy was first introduced in 2019, but it had been taking shape for many years. Organizations had begun examining the philosophical question of why they existed. Did they exist to provide a product or service, and if so, what happened when the product or service was no longer wanted? Or did they exist to provide a financial return to their shareholders? If so, how did they keep doing that year after year before expectations weren't met and investors moved their money elsewhere? It's well known that organizations come and go, and their stories seem to imply that it's just the way things are: organizations are born, they live a little while, they wither, and they die. But why, then, do some organizations continue to thrive? What makes them different? The answer starts with thinking differently about why these organizations exist. 

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Lately, there has been a trend calling for organizations to become purpose-led. According to this concept, organizations exist to satisfy a purpose that delivers value into society, and any organization with a lesser commitment will eventually fade away. Products and profit are not optimal reasons for an organization to exist. Instead, they result from having a greater purpose—one that is indefinite and positively impacts society. There are designations, including Conscious Capitalism and B Corps, that organizations apply for that identify them as an organization that balances profit with purpose. Whole Foods Market and The Motley Fool are considered Conscious Capitalists, while Patagonia, Bombas, and The Body Shop are some well-known retailers with a B Corp designation.

This purpose-led concept is admirable, but it begs the question: How can purpose grow and maintain these organizations indefinitely? Where does the energy come from to realize and sustain that purpose? The Theory of Relationshipism can answer these questions. As individuals, human beings are clever, imaginative, and societal. We form relationships with and learn from one another, creating energy as we develop new ideas together. The Theory of Relationshipism explains that the energy needed to satisfy an organization's purpose comes from the quality and quantity of great relationships. When these collaborative relationships are authentic and purposeful, this energy is renewable, perpetual, and allows the organization to innovate, plan for the future, and improve daily procedures. These relationships also provide power at the individual level by helping people improve their performance. In true circular fashion, as performance is improved, people become fulfilled and invigorated, adding more vitality to the organization. This perpetual cycle illustrates the value of nurturing vibrant relationships.

Consider the differences between what purpose-led organizations value versus what is important to a traditional organization. In a purpose-led organization, people are valuable because as they grow, relationships improve, and the energy generated becomes limitless. Satisfying purpose is essential because it's timeless and should never have to end. And finally, society and the planet are valuable because future generations will be on hand to continue the work. Therefore, value in this philosophy encompasses the triple bottom line of people, purpose, and planet. Let’s look at the triple bottom line more closely.

BRM Philosophy and the Triple Bottom Line

Based on the Theory of Relationshipism, BRM philosophy shapes and influences the concepts and approaches in the BRM capability, BRM discipline, and BRM role. The BRM philosophy anchors BRM as one of the key cornerstones for every organization to thrive; for people to live purposeful, self-actualized, and meaningful lives; and for our planet to flourish like never before.

Basic Concepts of BRM Philosophy

BRM philosophy demonstrates that:

A culture of great relationships is the source of limitless organizational energy that will rapidly increase performance and growth.

The organization's strategic and execution activities, along with the skills of the BRM, will impact the world, and not just an individual or the organization.

People shouldn't have to compromise personal purpose to earn a living and should be encouraged to find organizations with a shared, deeper, and more meaningful perception of value.

Relationship-centered organizations are better, faster, more fun, and more fulfilling to work with.

Organizations that are driven by a triple bottom line of people, purpose, and planet lead to infinite value positioning for the organization and the planet.

Leaders see that their organization is a key player in a much larger game and are intimately connected to other organizations by a network of great relationships.

BRM can and should be leveraged to solve big world problems.

Summary of BRM Philosophy

BRM philosophy provides a way to investigate the overall impact of purpose-driven relationships on organizations.

BRM philosophy is a belief that there is a limitless supply of organizational energy that can be generated from a culture of great relationships, and people do not need to compromise their personal purpose to earn a living. They can find organizations with a shared, deeper, and more meaningful perception of value, and they can realize that such relationship-centered organizations can be better, faster, more fun, and more fulfilling to work with.

In short, the role of a BRM is an honorable and noble way to make an impact on the world.

Introduction to Business Relationship Management

Take a moment and think about the best work relationship you've ever had.

Picture that person in your mind.

Think about what you accomplished together, the fun you had, and the creative sharing and mutual growth. Let's think of that wonderful work relationship as your quintessential relationship. Now, imagine that the same kind of relationship existed between you and everyone in your immediate team. What could you get done?

Now, imagine that this same level of relationship existed between everyone who has anything to do with your organization. Would the value potential of your organization be limitless, or even infinite?

This is the premise of Business Relationship Management or BRM. BRM shapes demand for an organization and optimizes the value it can produce. Organizations are made up of relationships, and BRM Philosophy states that an organization drives value through those relationships. Ultimately, positive work relationships built on trust, purpose, and shared ownership produce the most value. Your organization has the potential to drive long-term value because it already has a BRM capability. By cultivating BRM in your organization, you can start to evolve all relationships to be like your quintessential relationship, unlocking the limitless value found in organizational relationships.

The Genesis of BRM

Business relationship management began the moment two people came together to build something of value. They formed a relationship, and with that relationship came the need to manage it. They quickly learned they could handle it poorly and compound existing issues, or manage it well and drive value together.

Moving on from those individual relationships, as more people join an organization, a network of relationships develops. Every new relationship adds more complexity, and regrettably, more opportunities crop up for losing value. Over time, if value is being lost more quickly than gained, the organization could be in serious trouble.

To illustrate value leakage, let's examine technology. The technology function of many organizations consists of different specialists working with a shared purpose of technology. Their passionate collaboration boosts efficiency and knowledge sharing. Technological advancements have grown tremendously in recent decades, and most organizations invest heavily in technology to propel their innovation. Some even reinvest as much as a third of their revenue back into technology!

If there is such a high demand for it, then why is the technology Help Desk often joked about as being the Unhelpful Desk?

Likely, the relationships between technologists and their partners are weak. Communication probably flows in one direction, without mutual understanding. Thus, value leakage may increase just as quickly as value is added. These problems become incredibly complex to solve in organizations with hundreds or thousands of people. BRM provides the knowledge, capabilities, and tools to improve these results and transform the organization.

In 2013, Business Relationship Management Institute was officially founded to bring attention to the infinite value potential of positive work relationships and to teach how to reduce value loss. The Institute hosts a Body of Knowledge (the BRMBOK), an extensive resource to help organizations advance their BRM capability. BRM Institute and the global BRM community together are an accelerator for people and for organizations to produce meaningful and lasting results.   

The Mission of BRM

The mission of BRM is to evolve culture, build partnerships, drive value, and satisfy purpose in every organization. Every organization is made up of relationships. Therefore, every organization has an existing, active BRM capability to fulfill its mission by nurturing as many relationships as possible.

By fulfilling the mission of BRM, organizations can continuously evolve to meet the demands of a rapidly changing environment, as described in the article, Why BRM–Why Now.

Defining BRM

There are several different contexts to define BRM. Here are the key definitions:

BRM — Business Relationship Management (BRM) is a philosophy, capability, discipline, and role to evolve culture, build partnerships, drive value, and satisfy purpose. Remember, every organization, yours included, has an active BRM capability.

BRM Capability — A business relationship management capability is everything it takes, both visible and invisible, to nurture relationships in an organization. Examples of visible components are meetings, artifacts, and professional development, while examples of invisible components are knowledge learned, experience gained, trust, and confidence-building. Used effectively, these components build the endless reserve of energy necessary to evolve culture, build partnerships, drive value, and satisfy purpose. The energy needed to make this happen is fueled by BRM philosophy.

BRM Philosophy — BRM philosophy centers on the belief that positive relationships drive value in organizations and contribute the greatest positive impact to economic value, people, and the planet. When people believe in a philosophy, they use this belief to make purposeful decisions. Their belief provides the energy and momentum necessary to solve complex problems. Those who understand BRM philosophy recognize the power of positive work relationships to solve these problems. They make connections, orchestrate initiatives, and navigate the complex system of relationships in their organization. They see the bigger picture and practice the BRM role to drive value. 

BRM Role — The business relationship manager (BRM) role is the set of competencies required to advance the business relationship management capability. Anybody who practices BRM can rely on the BRM discipline as a source of knowledge and support. 

BRM Discipline — The BRM discipline is an effective application of knowledge, demonstrated through a set of competencies and mindsets to advance BRM capability.

Relationships are everywhere in your organization. Great work relationships transcend functions, levels, and even backgrounds. People provide the energy for organizations to thrive, and the quality of value produced relies on the relationships between people. A truly Relationship-Centered Organization thrives by enhancing its BRM capability. Advance your BRM capability, generate as many productive and satisfying relationships as possible, and keep your organization thriving indefinitely.

Theory of Relationshipism

The theory of relationshipism explains the incredible potential power embedded within organizational cultures and how effective relationships serve as the basis for that power. The theory contends that at the heart of strong relationships is a purposeful context, satisfying both organizational and individual purposes. The stronger and more meaningful the purpose, the greater the bonds of the relationships and the more power there is to create value for people, society, and future generations.