business influences technology department services technology leadership

Keeping Up With TechnologyEvolving Your IT LeadershipKnowledge and Capabilities

Dave CunninghamShareholder, Baker Robbins & Company

dcunningham@brco.com

Business Influences

Technology Department Services

Technology Leadership

Focus on the Business Influences and the Technology Department

Services

Business Influences on Legal IT

MDPs (multi-disciplinary practices) MPTs (multi-practice teams) Cross-office Teams Mergers and Acquisitions Knowledge Management Portals Cost Containment

Upcoming Influences

Supply Chain Management Services ROI E-Business Strategies Seamless online/offline experience

Sound like GE 5 years ago?

IT Leadership Benchmarks

Corporations International Accounting Firms Some U.K. Law Firms Some U.S. Law Firms

Types of IT Organizations

Infrastructure and Staff Churning Tactical and Practical Network + Consulting Executive / Client Focused

Basic Pillars of IT Effectiveness

Operational Integrity User Support and Training Communications/Managed Expectations IT Staff Skill and Effectiveness Mgmt Project Management Vendor Management Planning and Budgeting

Advanced Pillars of IT Effectiveness

Practice Support ‘Quality/Integrity of Information’ Mgmt Value Management Risk Management

Traditional IT Skill Sets

Server and PC Technicians Help Desk Application Support Managers

Evolving Skill Sets

TraditionalServer/PCHelp DeskApp SupportManagers

EvolvingPractice Support ConsultantsDevelopersProject ManagersSecurity/Disaster RecoveryFacilitiesBusiness AnalystsInformation/Process MgmtKnowledge Mgmt

Focus on IT Leadership

Leadership Roles

Executive Director Partner-in-Charge of Technology Technology Committee e-Business Team Practice Leaders Committee Leaders: Library, New

Business, Recruiting, etc.

Technology Staff Mgmt

RoleFrom support to business liaisonFrom reactive to proactive

Level of Involvement Reporting Relationships Peer Relationships

Keeping Current

1. Have a broad context

2. Surround yourself with good people

3. Build-in check points

1. Do you have Context?

First, look backwards!

Look around.

Then, look ahead.

Examples:Looking backwards: VAX to NTLooking around: Other industries

Understanding Business Issues

David Maister (www.davidmaister.com)

Richard Susskind Vault.com Forbes and CIO Magazines American Productivity and Quality

Center (www.apqc.com)

Keeping Current on Firm Issues

Executive Meetings Casual Lunches IT/Attorney Briefings Tech Committee Agendas

Keeping Current on Products

Downplay the role of a product Don’t let salespeople intimidate Leverage briefings

Software/Hardware Vendor BriefingsConsultant Briefings

Internal cross-training

Training

Information ManagementBill Inmon

Knowledge Management Project Management Institute

Training

Practice Support Consultants Developers Project Managers Security/Disaster Recovery Facilities Business Analysts Information/Process Mgmt Knowledge Mgmt

2. Surround Yourself with Good People

Leveraging the Brains and Experience of Others

Hire and train well Leverage vendors properly Keep involved throughout the firm Keep involved in the industry

3. Ensure Checkpoints

User Surveys Client Surveys Peer Assessments Technology Assessments and

Benchmarks Strategic Planning

Follow-up

Links to favorite books on business and culture management issues

Follow-up questions

Dave Cunningham

Baker Robbins & Company

713.840.0510

dcunningham@brco.com