BRM Unit: A Bridge Between Service Providers and Business Partners By Sunil Thapa, Regional Business Relationship Manager, RFTS/RSCE
business case/initiative planning and helping ensure the right project governance, as well as supporting other units for project initiation, solution delivery, and business as usual. Recently, we developed a framework called BRM ParSets referred to as Partnering Mindsets, a framework that embraces a collaborative and cooperative approach in professional interactions. It emphasizes the significance of establishing strong, mutually beneficial relationships with others and showcases our major roles along with achievements and lessons learned. A key BRM role is reducing business and ICT barriers, so our primary goal is to create a win-win situation for both our service providers and business partners by maintaining the relationship mutually beneficial and continuously improving our services.
stakeholder expectations, and global events that could impact our relationships. Allocating resources is another challenge that we keep addressing. A strategic approach is needed to meet stakeholder demands while managing limited resources such as time and budget. Furthermore, proving the value of our BRM activities to the organization is an ongoing effort. Our team is nevertheless dedicated to improving business relationships despite these challenges. We always look for creative approaches and methods to deal with these problems and improve our bonds with each other. •
Overall, my role is to ensure the successful management of relationships, contributing to the achievement of business objectives •
What is Your Typical Day as The Team Leader of BRM?
My typical day as the BRM Unit’s Team Leader is dynamic and filled with various tasks. Typically, it starts with reviewing emails and messages to identify any urgent requests or concerns from clients that require immediate attention. I often schedule team meetings to discuss ongoing projects and establish daily goals. These meetings ensure that our team is aligned and focused on the most critical tasks. Sunil Thapa is the Business Relationship Manager at the Regional Field Technology Service of the RSCE. In his Interview with Jullian Kahara Atukunda, Communications Assistant RSCE, He had this to say about the Unit and his role, BRM Unit recently developed ParSets Framework, “Partnering Mindsets” and planning to make our site accessible to RSCE staff. I appreciate the Communications Unit for this effort. •
In your own words how would you describe BRM Unit? What exactly do you do?
Business Relationship Management (BRM) Unit is one of the backbones of Regional Field Technology Service (RFTS). In my own words, we act as a bridge between service providers and business partners facilitating communication, collaboration, and mutual understanding, or in layman’s language, like a glue that keeps us together. We’re all about building and maintaining strong relationships with our business partners (clients), ensuring their needs and expectations align with our services. This involves ongoing client engagement, a thorough grasp of project processes, centralised management of end-users’ licenses, and a strong commitment to innovation. In terms of the project processes, we are accountable for demand shaping and analysis, developing R S CE N E WSLE TTE R # 13
What are the opportunities available?
In my current position, there are numerous opportunities. The possibility for strategic expansion through the identification and involvement of additional stakeholders is one important opportunity. Using cutting-edge technologies and data analytics is another way we may enhance our relationship management. I also see the possibility for strategic partnership formation in order to maximize benefits. •
Anything you would like us to take home from you? What advice do you have for the staff of RSCE.
Finally, I remain flexible to handle any unexpected challenges or opportunities that may arise during the day.
In my opinion, the value of open and transparent communication is the most important lesson I can learn from this experience. The foundation of good relationship management is effective communication. It is my recommendation that staff members engage in active listening to clients, gain insight into their individual requirements and viewpoints, and uphold openness in all communication. Building and maintaining healthy relationships also requires being flexible in a fast-paced setting and always looking for ways to get better.
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A significant part of my day is dedicated to engaging with clients to understand their expectations and needs. This helps in maintaining strong relationships and ensuring that our Center’s strategies align with their requirements. Additionally, I provide guidance and support to the BRM team assisting them in developing their skills.
Who are the Clients of this Unit, Who Do you Support?
Whether internal or external, the BRM Unit supports and maintains relationships with all clients involved in the Center’s success. We usually refer to them as our “business partners”. We follow and incorporate three key ingredients: Empathy, Creativity and Accomplishment. •
Can you tell us the challenges faced so far in your day-to-day operations?
In my day-to-day operations, I’ve encountered several challenges that are integral to the nature of relationship management. One significant persistent challenge has been the dynamic and everevolving nature of the business environment. We need to be agile and adaptable to respond to shifting organizational trends,
Lastly, if you as Sunil became the Secretary General of the United Nations, what is that one thing you would do?
This one is a challenging question, so you can imagine the significant responsibility associated with it. It’s a big responsibility with a lot on the line, like sitting in the hot seat with numerous pressing matters to handle. If I were elected Secretary General of the United Nations, one of my top goals would be promoting and facilitating international cooperation on climate change mitigation. All countries are impacted by the urgent and linked problem of climate change, which calls for cooperation in order to lessen its effects and move toward a sustainable future. I agree that climate change is real and is not a hoax. In addition to pushing nations to fulfill and surpass their climate pledges, my goals would be to promote global cooperation and advance innovation and policy. 5
