Thursday | 8 January, 2009
Blog: Uber-Relationship Management
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"There is much, much more to this shift that I'm covering here (I will drill down on the other dimensions and subtleties of the shifting relationship manager role), but the key point I want to make today is that the shift in relationship manager role, and its implied shifts in competencies, is yet another common 'sticking point' that traps IT organizations in mid-Level 2 maturity. The people that interface with the business and that help get you out of Level 1 are not the people that are likely to get you to Level 3. The skillsets are very different, and even if a relationship manager is able to develop the needed competencies, if she has acted as an order taker for several years, it will be very difficult for her to be perceived as a valued business consultant, let alone a business partner," he notes.
In other words, it's all about credibility. Relationship management between IT and the business can have as much to do with the personality of the individuals, and the standing of the CIO, as it has with the industry or company size. CIOs determined to act as a bridge between IT and the business need to be clear in their communications, set deadlines and meet them, have good personal relationships with co-workers and understand the business. And they need to ensure their relationship manager follows suit.
It helps, says Carsten Larsen, CIO and general manager of Commercial Development at ActewAGL, if the business thinks the IT team "can walk on water". Larsen, who admits his team's strong reputation in this area has suffered a little lately while his attention has been focused on other projects, says the first step to restoring client trust in the role is to rebuild that credibility.
CIOs determined to maintain strong relationships with all their constituents need to respect and empathize with their problems, make clear their understanding of the problems and issues, be proactive in problem solving and meet all commitments.
The CIO who can act as a consultant to their customers is half way there. One who uses strong relationship management techniques to move the organization along the maturity model has the best possible chance of success.
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