ILTA 2009
Executive StrategyCrafting an effective strategy for your organization is always challenging. The current economicclimate has sharpened the focus on identifying business drivers, having clear organizational goalsand ensuring you have the right people to meet those goals. This session focuses on ways to alignthe perspectives and competencies of your executive management team with your organization’sstrategic goals. We provide a framework for evaluating executive resources and determining howthose resources align with your organization’s goals. We look at strategies to synchronize the twoand help you determine should be considered as part of your overall alignment plan. You will gain anew perspective on assessing your organization’s strategic planning efforts and insights in makingthose efforts more effective.
Presented by:
Vincent Cordo
Ash Banerjee
Greg Kaple
Traditional Legal Industry
The traditional legal practice model, based on the following assumptions, is under pressure:
• Partnership means lifelong stability• Associates, often from elite schools, who prove to be a star, move up to
partner, become an owner and remain so until retirement or death• Associates not making partner after a certain time will be expected to
move on• Lateral entry at the senior level is uncommon• Growth isn’t a measure of success• Mergers are rare• Clients are loyal to a firm, not a specific individual
Source: The Changing Nature of Leadership in Law Firms
Today’s Legal IndustryThe legal industry is facing an unprecedented combination of challenges:
• Traditional practice model is under pressure,• Competition to attract and retain clients is more fierce than ever,• Mergers and consolidations can cause short-term pain that sometimes
does not translate into long-term gain,• All of this is taking place within the context of one of the worst economic
meltdowns in memory.
On top of this, most firms face the added challenge of:
• Talent sustainability-- attracting, developing, and retaining people withthe superior capabilities
• Commitment needed to assure organizational success now and for yearsto come.
Issues
Pressing Problems for Lawyer-Leaders:
• Building Strategic Leadership Skills
• Managing and Sustaining Talent
• Setting Strategic Direction
• Retaining Clients/Promoting Client Satisfaction
• Managing Growth/Developing New and Existing Markets and Practice Areas
Leadership Challenges
Leading Self • Balancing & Understanding Your Role• Improving Individual Leadership Style• Enhancing Individual Performance
Leading Others• Teams & Groups• Attorneys & Partners
Leading Firm/Practice• Strategic Direction & Growth• Culture Transformation• Talent Management
Core Competencies
Strong lawyer-leaders must be able to do the following in order for their law firms to flourish:
• Create a vision for the future
• Design a competitive strategy
• Attract, retain, and develop a top-flight, committed talent pool
• Create an agile, flexible, and inclusive culture
WilmerHaleInformation Services
Ash Banerjee
9WilmerHale
Themes for Action – aligned to Needs
Assessment of Needs And Issues
Leads to
Themes for ActionAnd
Investment Priorities
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IS’s Role
To leverage cost effective technology-based solutions and information services to
enhance the Firm and share information and knowledge within the Firm and
with our clients.
Deliver Solutions• Gather requirements, propose solutions, deliver projects to
expectation
Deliver Technology Services cost effectively and to service level expectations
• Infrastructure, Workplace Support, Technology Training, Application Development
Deliver Information and Research services• Knowledge and Content Management, Records, Library
IS Organization – High Level
Executive AssistantDebbi Shaffer
Knowledge ManagementTBH
Records ManagementAngela Akpapunam (DC)
Library & Research ServicesLynn Oser (BOS)
Managing Director, Information & Research ServicesIS Knowledge and Content Management
Jane Huston, ActingTransitioning to TBH MD
Director, Business Relationship ManagementAdrian White (DC)
Strategy & ArchitectureSteve Ray (DC)
Planning and ProgramsGerald Leonard (DC)
Information SecurityBrian Blood (BOS)
Managing Director, IS SolutionsIS Solutions
Ed Macnamara
Director, Application DevelopmentScott Wilson (BOS)
Director, Infrastructure ServicesDavid Fleming (BOS)
Director, Workplace SupportGerrick Rodrigues (BOS)
Technology TrainingTBH
Managing Director, IS Technology ServicesIS Technology Services
Matt Peters
Asset ManagementTBH
Budget Management/TrackingInvoice ProcessingJoyce Cutlip (DC)
CIO Office ManagerCIO Office
Jackie McDonough
Chief Information OfficerAsh Banerjee
• Creating a High Performance Organization
• Metrics, Contractor/Vendor Management, Flexible Resourcing, Time Tracking,
• People – Raising the Talent Bar
• Talent ID, Active Performance Management, Objective Setting and Review, Skills and Leadership Training and Rewards, Improved Recruitment
• Implementing Governance and Processes
• Establish clear governance model for project demand management, priority setting and tracking
• Business ownership
• IS Steering Group
• Project Review Board, project charters and business cases, fully fund projects
• Service Management Board
• Project Management and Service Management Processes
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Proposed Actions
Major Project Delivery Process
IS/Business Governance Bodies Membership & Frequency
BodyMeeting
FrequencyPrimaryAgenda
Secondary Agenda
Membership
Business Owners Monthly Business opportunities, trends, Project prospects
Business Relationship Director (Chair)Business OwnerBusiness Relationship Managers
Information Services Steering Committee
Every 2 MonthsFor 4 Hours
Advisor to CIO of investment priorities for Information Services
Approve / Reject and prioritize projects within the constraints ofthe IS budget
To align and review business priorities and IS project portfolio
Manage trade offs between firm practices and admin departments. Manage dependencies.
Status update, decision making.
Monitor KPI / service dashboard.
CIO (Chair)Executive Director CFO, CMO, CHRO, CAO, Practice Management Director,Representative, General CounselRepresentative, LitigationRepresentative, RegulatoryRepresentative, SecuritiesRepresentative, TransactionRepresentative, IP
(Quorum = 4 attendees) + CIO and E.D.
Service Management Board Weekly Prioritization of changes subject to resource supply limits.
Review of services provided by Technology Services to firm practice and administrative departments (SLAs)
CTO Service Delivery (Chair)Infrastructure Services ManagerApplication Development ManagerWorkplace Support ManagerBusiness Relationship ManagerBusiness Owners (if required)
Project Review Board
(IS Leadership Team)
Weekly(Thursday 1 hour)
Review Part 1 Project Charters for further research(first 30 minutes)
Ensure that all proposed technology projects of consequential size are made visible to the technology team, resourced and funded adequately, risk assessed and aligned with architecture and security standards.
Review Finalized Project Charters for implementation(second 30 minutes)
CIO (Chair)Direct reports of CIOCIO Office ManagerBusiness Relationship DirectorPlanning and Programs Mgr (opt)IS Project PresenterCTO IS Technology Services and CTO IS Solutions have veto
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Vision, Principles & Roadmaps
Project Execution
Project Request Form
Business Requirements
Document
Risk Identification
Project Management Plan
Medium
Propose Review Approve Implement Operate
Origination Initiating Project Planning Project Execution Close Out
Project Charter Project Schedule Risk Mitigation Plan
Organizational Change
Management PlanCommunication Plan
Implementation and Transition Plan
Training Plan
Project Post-Implementation
Survey
Project Post-Implementation
Report
Testing Plan and Test Cases
System Requirements
Document
Functional Specifications
System deployment and Transition Plan
Integration Testing
Project Technical Architecture
Standard Operating Procedures
User GuidesProduction
Deployment
Pilot Deployment
Transition to Support
Project Framework & Implementation Deliverables
User Acceptance Testing
Deployment Logistics Guide
Project Acceptance Form
Measurements
KPI: Abandon Rate target is less than or equal to 7% of calls presented.
Service DeskCall Abandon Rate
US & Europe
11.6
%
10.3
%
8.3%
13.6
%
11.3
%
6.5%8.
5%
6.2% 7.7%
6.8%
25.0
%
14.9
%
7.4%
11.5
%
8.3%9.1%
15.5
%
10.2
%
7,512
6,367 6,6006,546
5,581
6,7276,4605,912 5,879
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
US Abandon Rate Europe Abandon Rate Abandon Rate Target Calls Presented
Target <= 7%
Service DeskAverage Speed to Answer
US & Europe
0:00
:42
0:00
:42
0:00
:32
0:00
:30
0:00
:24
0:00
:24
0:00
:28
0:00
:21
0:00
:16
0:00
:20
0:00
:22
0:00
:22
0:00
:16
0:00
:27
0:00
:26
0:00
:12
0:00
:44
0:00
:24
5,885 6,0535,222
5,941
6,8205,8645,615
5,1905,440
0:00:00
0:00:09
0:00:17
0:00:26
0:00:35
0:00:43
0:00:52
Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
US Avg Speed to Answ er Europe Avg Speed to Answ er Avg Speed to Answ er Target Calls Handled
Target <= 00:00:45
Month Total Implemented TotalERFCs ERFC Rate Backed Out Canceled DeniedJanuary 93 78 15 16% 2 12 1
February 109 99 11 10% 1 9March 86 82 3 3% 4
April 83 77 11 13% 2 4May 99 89 12 12% 1 7 2
June 72 67 10 14% 1 4July 99 87 9 9% 3 9
August 106 98 13 12% 2 6September 104 89 4 4% 1 14
October 171 159 19 11% 2 10November 126 113 16 13% 1 12December 165 153 5 3% 4 8
2008 Totals 1313 1191 128 10% 20 99 3January 185 173 2 1.08% 6 6
February 196 184 5 2.55% 2 102009 Totals 381 357 7 2% 8 16 0
Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09ALL IS Workplace 558 453 244 202 192 158 132 120 135 Service Desk 131 134 71 65 59 50 48 48 69 DS-BOS 192 146 66 36 38 25 21 23 23 DS-DCP 150 78 32 34 32 29 19 18 19 DS-LAX 1 2 3 1 1 1 - - - DS-NYC 20 31 11 13 7 5 2 7 7 DS-PAC 17 21 16 9 9 5 6 6 5 DS-BER 11 11 10 10 7 10 11 9 8 DS-BRU 4 4 8 8 11 15 11 4 2 DS-LON 29 22 23 22 24 14 11 11 15
Within TargetAbove Target
Measurements
KPI: Abandon Rate target is less than or equal to 7% of calls presented.
Open Discussion