The Business Relationship Manager as a Catalyst for Digital Transformation

3
NOTRE ITINÉRAIRE
Mot de bienvenue
Résultats du sondage
Présentation
Échange et réseautage
Fin de l’événement
OUR JOURNEY
18h00
18h15
18h35
19h30
20h00
Welcome word
Results of the BRM survey
Presentation
Networking
End of Event
6:00pm
6:15pm
6:35pm
7:30pm
8:00pm

.
QUI SOMMES-
NOUS?
WHO ARE
WE?

5
VOTRE COMMUNAUTÉ
L’objectif de la communauté d'intérêts de
Montréal :
• est d'offrir aux
− gestionnaires de relations d'affaires,
− analystes d'affaires,
− gestionnaires de projets / programmes /
portefeuilles
− professionnels seniors de l'informatique
• un forum dans lequel ils peuvent apprendre
et élargir leur base de connaissances
• à travers les expériences d'autres
personnes partageant les mêmes
préoccupations.
The goal of the Montreal Community of
Interest
• is for
− Business Relationship Managers,
− Business Analysts,
− Project/Program/Portfolio Managers,
− Senior IT Professionals
• to have a forum in which they can learn
and expand their knowledge base
• through the experiences of other like-
minded colleagues.
YOUR COMMUNITY

6
VOTRE COMMUNAUTÉ YOUR COMMUNITY
Les fondateurs The founders
Nodin Di Guida
BRMP®, Lean Six Sigma Black Belt,
ISO 9001:2015 Lead Auditor and
Lead Implementer
PMP®, PRINCE2® Practitioner
Consultant principal, Leanium Inc
Svetlana Sidenko
MSc (Admin), CBRM®, CGEIT®,
PMP®, ITIL® Expert, PRINCE2®
Practitioner, TIPA Lead Assessor,
Change Management Registered
Practitioner, ISO 20000
Practitioner, COBIT®5
Présidente, IT Chapter
Ambassadrice du BRMI
Olivier Abécassis
CBRM®, Six Sigma Black Belt,
PMP®, ITIL® Expert, ITAM
CAMP/CASM, PRINCE2®
Practitioner , TIPA Assessor, ISO
20000 Management Consultant,
COBIT®5, RESILIA® Practitioner,
Lean IT®
Vice-président, IT Chapter
Consultant principal BRM

7
VOTRE COMMUNAUTÉ YOUR COMMUNITY
L’équipe de base Core team
Svetlana Sidenko, CBRM®
Présidente, IT Chapter
Formatrice principale BRM
Olivier Abécassis,CBRM®
Vice-président, IT Chapter
Formateur BRM
Elisabeth Bucci, CBRM®
Directrice de programme séniore,
Projissima inc
Formatrice BRM, IT Chapter
Guylaine Voghel, BRMP®
Consultante
Nodin Di Guida, BRMP®
Consultant principal, Leanium Inc
Annabelle Sarzana, BRMP®
Conseillère séniore en gestion
du changement, Procom
Beatrice Radulescu, CBRM®
Directrice de programme séniore,
Bell Mobility
Sana Chaarani, BRMP®
Architecte d’entreprise séniore,
PWC

8
VOTRE COMMUNAUTÉ
a besoin de vous!
Pour joindre notre équipe,
parlez-en à
needs you!
To join us,
ask for
YOUR COMMUNITY
Guylaine Voghel

9
NOS COMMANDITAIRES
La salle est une gracieuseté du The venue is a courtesy of
OUR SPONSORS

10
NOS COMMANDITAIRES OUR SPONSORS

11
Et voici votre conférence And here is your conference

12
Résultats
Sondage comparatif de la BRM Comparative BRM Survey
Results
Martin Trudeau
Directeur des relations d’affaires
au Cirque du Soleil
Martin Trudeau
Business Relationship Director
at Cirque du Soleil

13
Présentation
Le directeur des relations
d’affaires : un catalyseur pour la
transformation numérique
The Business Relationship
Manager: A Catalyst for the Digital
Transformation of Manufacturing
Companies
Presentation
François Provencher, Ing. M.Sc.A.
Directeur des relations d’affaires
chez Pratt & Whitney Canada (P&WC)
François Provencher, Ing. M.Sc.A.
Business Relationship Manager
at Pratt & Whitney Canada (P&WC)

The Business Relationship Manager as a Catalyst for
Digital Transformation
François Provencher, Ing. Ms.Sc.A.

15
BEFORE WE START
• The slides are in English but the présentation est en français
• This presentation is given on my behalf and represents my personal
views from almost 25 years in Management of Technology and not
necessarily the views of Pratt & Whitney Canada (P&WC)
• Contains no technical data nor P&WC’s proprietary information
© 2018, François Provencher

16
About Myself
• I am an Engineer but define myself as a
“Technohumaniste”
• Helping manufacturing companies make a
better use of technology for close to 25
years
• Passionate about research, innovation
and transformation
• Addicted to learning
francois.provencher@sciencesconnexions.com

17
Content
The digital transformation in the
manufacturing industry
The BRM as the catalyst for digital
transformation
Examples and Discussion

18
THE DIGITAL
TRANSFORMATION
IN THE
MANUFACTURING
INDUSTRY

19
A TSUNAMI OF BUZZWORDS
Industry 4.0 Digital Factory
4th Industrial
Revolution
Deep Learning
Quantum
Computing
Connected
Operations
Artificial Intelligence Connected Factory Neural Network Big Data
3D Printing Analytics
Cyber-physical
System
Deep Learning Internet of Things
Autonomous
Vehicles
Nanotechnologies Digital Twin Blockchain Cloud Computing
Virtual Reality Augmented Reality
User Experience
Design
Topology
Optimization
Data Citizen
4D Printing
Neuromorphic
Hardware
Additive
Manufacturing
Machine Learning
Natural Language
Processing
Data Scientist Digital Thread

20
4 of 69,500 Definitions of Digital Transformation
“Digital Transformation can be characterized by the
rapid escalation in the application of new technologies
that are evolving outside the direct Aerospace and
Defense industry”
Pierre Charron, NRC-CNRC
Digital transformation is the integration of digital technology into all areas of
a business, fundamentally changing how you operate and deliver value to
customers. It's also a cultural change that requires organizations to
continually challenge the status quo, experiment, and get comfortable with
failure.
The Enterpriser Project
(https://enterprisersproject.com/what-is-digital-transformation)
Digital transformation is the application of digital technologies to
fundamentally impact all aspects of business and society
https://www.infoworld.com/article/3080644/it-
management/whatdigital-transformation-really-means.html
Digital Transformation is an organization ongoing effort to rewire all
operations for the ever-evolving digital world, by adopting the latest
technologies in order to improve processes, strategies, and the bottom line
https://blog.walkme.com/digital-transformation-definition/

21
GOING BACK TO FIRST PRINCIPLES
“Well, I do think there’s a good framework for thinking. It is physics. You
know, the sort of first principles reasoning. Generally I think there are —
what I mean by that is, boil things down to their fundamental truths and
reason up from there, as opposed to reasoning by analogy. Through most of
our life, we get through life by reasoning by analogy, which essentially
means copying what other people do with slight variations.”
Elon Musk

22
WHAT FUNDAMENTALS HAVE CHANGED?
• No new revolutionary single technology since www
(1995)
• Continuous increase in computing power (Moore’s law)
• Computer architecture remains (Von Newman)
• Multiplication of devices (smartphones)
• Ubiquitous wireless network: mobility
• 50% of the world connected to the Internet
• Development of large scale computing infrastructure
• Innovation leadership shifted from Aerospace and
Defense during the cold war to tech companies
What has not changed What has changed
Par Thomas Nguyen — Travail personnel, CC BY-SA 4.0,
https://commons.wikimedia.org/w/index.php?curid=47684767
Transistor 1947 Microprocessor 1971
https://patents.google.com/patent/US2524035A/
en

23
WHAT HAS CHANGED: Top TechS investing ~ 90B$/year on R&D
Source: https://www.recode.net/2017/9/1/16236506/tech-amazon-apple-gdp-spending-productivity

24
Definition 69,501: My Definition OF DIGITAL Transformation
The digital transformation is the
acceleration of the transition from the
industrial to the digital age.
Driven by:
• Scale and R&D investments of technology companies
• Ubiquity of high speed networks and devices
• Increase in computing power

25
THE FOUR AGES OF CIVILISATION
Industrial
Age
Digital
Age
Agricultural
Age
Hunter-
Gatherer
Age
Enabled by writing Enabled by printing Enabled by Internet
(www)
Enabled by
speaking
1,000 AD
Copying the Bible
4 years
(0,2 byte/sec)
2017
Downloading the Bible
8s
(334,000 byte/sec)
1,500 AD
Printing the Bible
2 years, 500 copies
(20 byte/sec)
-200,000 to -10,000 -10,000 to 1750 1750 to 1995 1995 to ?
Agricultural land is
the main source of
wealth
Manufactured products are
the main source of wealth
Information is the main
source of wealth
Territory is the main
source of wealth
Oral transmission
(X byte/sec?)

26
THE FOUR AGES OF CIVILISATION
Hunter-gathering age
(- 200 000 à -10 000 )
Agricultural age
(-10 000 to 1750)
Industrial age
(1750 to 1995)
Digital age
(1995 to ?)
Position of man in the
Universe
Earth is the Universe
Earth is the center of the
Universe
The Sun is the center of the Universe
The Universe is in accelerated
expansion and has no center
Physic “Natural physics” Aristotelian physics Newtonian physics Quantum mechanics and relativity
Fundamental
Technologies
Stone tools, fire Farming
Thermodynamic machines, electricity,
chemistry
Transistor and GPS
Main sources of
energy
Muscular (human) Muscular (human, animals) Fossil Renewable
Main source of wealth
Natural resources of a given
territory
Land Manufactured goods Information
Information sharing Language Writing Printing Internet
Rate of information
transfer (bible)
Oral transmission 4 year, 1 copy
2 years, 500 copies (Icelandic bible,
circa 1550)
8 seconds (downloading)
Work organization Gender based specialization Priests, nobility, peasants Capitalists and workers
Knowledge workers, knowledge
based specialization
Religion Animist Polytheism, Monotheism Monotheism ?
Political organization Tribes and clans Kingdoms, Empires
Nation-states, democracies,
dictatorships
?
Lifestyle Nomad Sedentary, villages Sedentary, cities Digital nomad
Nature of work
Man lives in nature. No
distinction between life and work.
House located on the farm House separated from the workplace
Work is possible wherever
network is available. No distinction
between work and life.
% of urban population 0% <5% Entre 5 et 80% >80%
Total population ~ 4 millions ~ 682 millions (1700) 1 700 millions (1900) 7 600 millions (2017)
Life expectancy ~ 25 years ~ 35 years 65 years (Europe, 1960) 80 years (Europe, 2012)

2. THE BRM AS A
CATALYST FOR
DIGITAL
TRANSFORMATION
27

28
IT vs Digital : THE DAWN OF ”INDUSTRITAL” COMPANIES
IT Organization 100%
traditional
Digital
IT Projects Digital Product
IT is cost Digital is a source
of value
Asset heavy
infrastructure Asset less
IT separated from
business units
No longer possible
to distinguish IT and
business units
Waterfall project
management
Agile development

29
IT vs Digital : THE DAWN OF ”INDUSTRITAL” COMPANIES
traditional
Digital
Hardware
separated from
software
Cyberphysical
products
Business process
mapping based
design
Customer-centric
based design
IT Solutions for
internal users
Digital products for
internal and
external users
Big Bang roll-out
Continuous
Integration/Continuou
s Delivery
Monolithic platforms
Application
architecture based
on APIs an
Microservices

30
“Technohumanist” FIRST principle
Homo sapiens is a social animal
Only species incapable of surviving without tools
(technology)
Our technology is, more than anything else, what
makes us humans
Biological evolution is order of magnitudes slower
than social and technological evolution
We remain, even in
the digital age,
biologically
designed to be
hunter-gatherers

32
AN Hunter-Gatherer story

33
THE BRM: AN hunter-gatherer ambassador in the digital age
1. Strategic Partnering
Much more than “order takers” of business requests, successful BRMs demonstrate high competence in “demand shaping” – stimulating, surfacing and shaping business demand.
They are respected contributors to the business leadership team, earning a “seat at the table” to actively engage
with business leaders and discuss future plans and strategies. BRMs identify how their products and services advance business objectives.
2. Business IQ
Successful BRMs speak the language of business. They understand their industry, ecosystem and financial business drivers of their company. They
understand P&L statements and balance sheets. Successful BRMs know how to assess the financial health of the business and use metrics for decision making and to drive value
realization.
3. Portfolio Management
Successful BRMs are able to prioritize and align the service and product investment portfolio with business strategy. They understand the available
capabilities and services and work with supply management to ensure that business needs are met in the most effective and cost efficient manner.
4. Provider Domain Knowledge
Successful BRMs are well-grounded in the management disciplines of the provider they represent, be it IT, HR, Finance, etc. They
communicate and defend policies and standards, and understand how the provider’s services benefit the business. They manage internal partner relationships, establishing a sense of
trust, team involvement/ownership and communicate urgency when needed to their provider partners. Successful BRMs understand the Service Management discipline, its processes
and standards. They coordinate and broker services and suppliers such as Enterprise Architecture, Solution Delivery, Service Management, HR specialists.
5. Business Transition Management
Successful BRMs are highly skilled in managing the politics and complexity associated with large-scale changes. They understand the drivers of
change and the inter-dependencies among all the moving parts. They appreciate intended and unintended consequences of project and program decisions. Successful BRMs work
with business leaders to flesh out the total cost of end-to-end implementation and overcome hidden costs and common obstacles to successful system deployment. Successful BRMs
know when and how to engage Organizational Development professionals to assist with major process and organizational change programs.
6. Powerful Communications
Successful BRMs are masters of communication, listening, persuading, influencing and shaping understanding. They
communicate win-win scenarios, surface disconnects and work to resolve problems. When needed, they can say “no” by offering meaningful alternatives.
Source: https://brm.institute/professional-development/business-relationship-
management-dna/
BRM INSTITUTE’s
COMPETENCY
MODEL

35
EXAMPLES AND DISCUSSION
• Example 1
• Example 2
• Example 3

36
CONCLUSION
Human civilisation in transition between industrial
and digital age
Digital transformation = acceleration of transition
Manufacturing companies going through this digital
transformation
BRM uniquely positioned to bridge the gap between
IT organizations and Business units
Technohumanist principle provides new lens for
predicting organizational behavior and maximize
BRM’s impact
Call to action: Co-transformation
francois.provencher@sciencesconnexions.com

38
References
1. https://www.servicedeskshow.com/blog-
spot/why-digital-transformation-is-impossible-
without-brm/
2. https://www.cio.com/article/3137445/leadershi
p-management/how-cios-can-make-business-
relationship-management-brm-work.html
3. https://www.pinkelephantasia.com/house-of-
brm/
4. https://www.pinkelephantasia.com/business-
relationship-manager-role/
5. https://www.ancient.eu/article/991/prehistoric-
hunter-gatherer-societies/
6. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC
2706200/
7. https://en.wikipedia.org/wiki/Urbanization_in_th
e_United_States
8. https://en.wikipedia.org/wiki/Digital_nomad
9. https://en.wikipedia.org/wiki/First_principle
10. https://www.infoworld.com/article/3080644/it-
management/what-digital-transformation-really-
means.html
11. https://infocus.dellemc.com/william_schmarz
o/how-to-achieve-digital-transformation-dx/
12. https://en.wikipedia.org/wiki/Demographic_hi
story
13. https://en.wikipedia.org/wiki/List_of_countries
_by_population_in_1700
_and_dependencies_by_population
_by_population_in_1900
16. https://patents.google.com/patent/US252403
5A/en
17. https://fr.wikipedia.org/wiki/World_Wide_Web
18. https://en.wikipedia.org/wiki/History_of_the_tr
ansistor
19. http://www.dailymail.co.uk/news/article-
2320210/Man-copies-Bible-hand-working-14-
hours-day-years.html
20. http://www.dailymail.co.uk/news/article-
2320210/Man-copies-Bible-hand-working-14-
hours-day-years.html
21. https://en.wikipedia.org/wiki/History_of_agric
ulture
22. http://www.dailymail.co.uk/news/article-2320210/Man-
copies-Bible-hand-working-14-hours-day-years.html
23. https://fr.wikipedia.org/wiki/H%C3%A9liocentrisme
24. http://www.businessinsider.com/how-has-life-
expectancy-changed-throughout-history-2015-6
25. https://en.wikipedia.org/wiki/Life_expectancy
26. https://medium.com/@helgavierich/life-expectancy-life-
span-and-the-size-of-human-beings-aafb2d24f105
27. https://en.wikipedia.org/wiki/Hunter-gatherer
28. https://medium.com/the-mission/elon-musks-3-step-
first-principles-thinking-how-to-think-and-solve-difficult-
problems-like-a-ba1e73a9f6c0
29. https://en.wikipedia.org/wiki/Proto-Indo-
European_society
30. https://brm.institute/professional-
development/business-relationship-management-dna/
Unless specified otherwise, pictures are
from me or available from Pixabay
(https://pixabay.com/) on creative commons
CC0 license

40
EN CONCLUSION
Prochain rendez-vous: septembre 2018
N’oubliez pas de remettre votre sondage!
Next meeting: September 2018
Don’t forget to fill out the survey!
IN CONCLUSION

41
NOS COMMANDITAIRES OUR SPONSORS

42
SUIVEZ-NOUS!
Communauté d’intérêts de Montréal (COI) Montreal Community of Interest (COI)
FOLLOW US!
@MTLBRMCOI
@BRM_Mtl_COI
https://www.linkedin.com/company/montreal-
business-relationship-management-
community-of-interest/
in
BRM Institute:

43
Le Business Relationship
Management Institute (BRM
Institute) est le premier organisme
d'adhésion, de développement
professionnel et de certification officiel
au monde dédié à servir la communauté
globale du BRM.
Business Relationship
Management Institute (BRM
Institute) is the world’s premier
membership, professional development,
and official certification organization
dedicated to serving the global BRM
community.

44
Devenez certifié BRMP!
Prochain cours de BRMP en français :
18 – 20 juin 2018
Become BRMP certified!
Next BRMP training in french
June 18 – 20 2018

45
Merci pour votre participation! Thank you for your participation!

ÉCHANGE ET RÉSEAUTAGE NETWORKING

The Business Relationship Manager as a Catalyst for Digital Transformation

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to The Business Relationship Manager as a Catalyst for Digital Transformation

Similar to The Business Relationship Manager as a Catalyst for Digital Transformation (20)

More from Svetlana Sidenko

More from Svetlana Sidenko (8)

Recently uploaded

Recently uploaded (20)

The Business Relationship Manager as a Catalyst for Digital Transformation