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

10

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

13

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

16

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