Of course, tools alone don’t solve the hardest challenge: alignment. Even when insights are captured and visible, leaders and staff often measure success with completely different yardsticks. In the next article, From Super-Size to Right-Size: Lessons for the BRM, we’ll explore how BRMs right-size value — ensuring that impact, no matter how small or large, is understood and shared across the enterprise. The post From Notes to Strategy: How Tools Transform Collaboration & Impact appeared...| BRM Institute
The question isn’t whether BRMs are essential — it’s whether we’re equipping them with the visibility, authority, and tools to lead transformation from the inside out. This is the kind of work that doesn’t just improve systems — it restores trust, enhances access, and quietly transforms communities. In a world that desperately needs better government experiences, public sector BRMs aren’t just part of the solution — we’re helping define it.| BRM Institute
Because when BRM is treated as a capability — not just a title — you stop relying on individuals to “fix the disconnect,” and start building an organization where connection is part of how you operate. Having a BRM isn’t enough. Building BRM capability is how you scale trust, alignment, and value. And until organizations shift their thinking, they’ll continue to miss out on the full potential of what Business Relationship Management is designed to do — and worse, they confine BR...| BRM Institute
