During a recent discussion with peers, it became apparent that the role and prominence of the "IT Business Relationship Manager" (IT BRM), has undergone significant transformations in recent years and, in some instances, has seemingly diminished from our collective operating models.  Have others observed or encountered a similar trend, and if so, what factors may be contributing to this shift?  Furthermore, are roles like 'Account Managers' and 'Demand Managers' making a comeback, and if they are, what insights and lessons can be learned this time around?

Yes, it is true that the role and prominence of the IT Business Relationship Manager (IT BRM) has undergone significant transformations in recent years. In some instances, the role has seemingly diminished from collective operating models.

There are a number of factors that may be contributing to this shift, including:

The increasing adoption of agile and DevOps methodologies. Agile and DevOps methodologies emphasize collaboration and communication between business and IT teams. This has led to a blurring of the lines between the two functions, and in some cases, has made the IT BRM role less necessary.
The rise of self-service IT tools. Self-service IT tools allow business users to access and manage IT resources directly, without having to go through IT. This has reduced the need for IT BRMs to act as intermediaries between business and IT.
The increasing focus on customer experience. Many businesses are now putting a greater focus on customer experience (CX). This has led to the creation of new roles, such as CX managers and customer success managers. These roles often overlap with the IT BRM role, which can lead to confusion and duplication of effort.

As a result of these factors, the IT BRM role is evolving. IT BRMs are now increasingly being asked to focus on more strategic and value-added activities, such as:

Developing and managing the IT strategy.
** Aligning IT with the overall business strategy.**
Building and maintaining relationships with key stakeholders.
Managing and optimizing the IT portfolio.
Measuring and reporting on the value of IT.

In some cases, IT BRMs are also being asked to take on new responsibilities, such as:

Leading and managing digital transformation initiatives.
Overseeing the implementation and adoption of new technologies.
Providing advisory services to business units on IT-related matters.

While the traditional IT BRM role may be diminishing in some organizations, there is still a strong demand for experienced and skilled IT BRMs who can help businesses to achieve their strategic goals through the effective use of IT.

In terms of roles like Account Managers and Demand Managers, there is some evidence that they are making a comeback in some industries. This may be due to the following factors:

The increasing complexity of IT projects and initiatives. As IT projects and initiatives become more complex, businesses need to have dedicated resources in place to manage them. Account Managers and Demand Managers can play this role by developing and managing relationships with key stakeholders, ensuring that projects stay on track and on budget, and delivering value to the business.
The growing importance of customer success. As businesses become more customer-centric, they are putting a greater focus on customer success. Account Managers and Demand Managers can play a key role in customer success by ensuring that customers are satisfied with the IT products and services they are using, and by helping them to get the most value out of their IT investments.

If Account Managers and Demand Managers are making a comeback, it is important to learn from the lessons of the past. Some of the key things that businesses can do to ensure the success of these roles include:

Clearly defining the roles and responsibilities of Account Managers and Demand Managers. It is important to have a clear understanding of what these roles are responsible for, and how they differ from each other.
Providing Account Managers and Demand Managers with the necessary resources and support. These roles need to have the resources and support they need to be successful, including access to key stakeholders, decision-makers, and technical resources.
Measuring and tracking the performance of Account Managers and Demand Managers. It is important to have clear metrics in place to measure and track the performance of these roles. This will help to ensure that they are aligned with the overall business goals and objectives.

Overall, the role of the IT BRM is evolving, and it is important for businesses to adapt to these changes. By understanding the factors that are contributing to the shift in the IT BRM role, businesses can develop strategies to ensure that they have the right people and processes in place to support their IT needs.

I see more product organizations emerging rather than BRM and Demand Managers.

More and more IT is becoming a strategic enabler to the business, not just to provide products or services but to drive solutions to contribute to the strategy of the company. I have experienced having an IT Business Partner working directly with me and they are the key link between IT and HR and are there to scout for opportunities to drive a global HR agenda while at the same time make sure these opportunities, tools and technologies are in line with the global IT and digital agenda. A very complex role but a true partner in crime. 

We have several BRMs and defining the roles and responsibilities have been a challenge as they are in between worlds (Business vs IT). As technology becomes more complicated I see a need for the role, but the position will drastically need to evolve. For our organization they are integral but we are struggling maturing them to the strategic level where traditionally the BRM role resides. 

My last two pharma employers have eliminated the traditional IT BRM position. In the beginning of the role (early 20-teens) there was good relationships being built, but as time went on the BRMs became less technical and entirely business aligned, almost to the point a BRM was needed to handle their requests! Unfortunately they saw themselves as in business, and threw over the wall problems/projects w/o much regard to the staff/infrastructure/existing demand. New CIOs who were more technical and business savvy eliminated the roles, and pushed technical & business skills onto the traditional silos (among many other changes).