Yesterday I was privileged to run a session at Hildebrandt’s Sixth Annual Forum for Law Firm Management—"Getting a Seat at the Table"—Aligning Technology to Law Firm Business Strategy here in New York.
My session was on "Sorting out IT Governance in Mergers," and I want to share the learning with you. But preparatory to that, you need to know that we had the benefit of the experiences (and the senses of humor) of several high-profile veterans of Big Firm Mergers, including Don Jaycox, now CIO of DLA Piper US LLP, and formerly CIO of Gray Cary, who now has nearly three years of perspective on that celebrated three-way firm merger (DLA + Piper Rudnick + Gray Cary). Also, with barely three weeks of perspective on events, in attendance was the CIO of Dewey & LeBoeuf.
By the way, wondering when IT is brought into the loop on the merger? Answers ranged from after the deal was all but sealed to months and months in advance of any actual negotiations.
With the enthusiastic and even impassioned help of those in the break-out session, here is what we distilled out as lessons for a CIO or IT leader going through a merger. [Editor’s note: The discussion focused almost exclusively on mergers of equals or near-equals. A merger of Very Big with Relatively Small was viewed as an acquisition requiring only a solid dose of project management skills to get through the period of deep-sixing Small Firm’s systems and importing Big Firm’s.]
Ruthlessly Prioritize
Under no circumstances will you have enough time to do everything you want or even think you need to achieve, so make sure that your rigorous focus is on the things that matter most.
Short, Intense Pain Beats Mild, Extended Pain
Need to integrate two document management systems each containing millions of records? How about doing it across all your offices over a single weekend? (Yes, this is a true story.) Need to integrate half a dozen disparate phone systems, running everything from Cisco VOIP to Avaya, Northern Telecom, and even Rohm? Make sure it’s done by midnight of the effective date of the merger.
Conversely, if you want your marketing or IT department (again, true stories) to be dysfunctional for 18 to 24 months, just make sure the pre-existing incumbents from both firms remain in limbo for that period of time while management dithers. One CIO present reported that his reaction to an indication that "co-CIO’s" would be in place for an extended period was to go to his Managing Partner and say, "Fire me if you’d like; but do not under any circumstances have co-CIO’s." (He ended up top dog.)
Rise Above Politics
In almost any system you can name, from document management to time and billing to KM, you will find yourself saddled with two points of view each arguing the clear superiority of the system that just happens to be theirs. Get past it. Not only do you need to pick "best of breed" (keeping open the possibility that the winner will be "none of the above"), but you need to cement your credibility with senior management. Yes, even though your credibility might have been unquestioned at your predecessor firm, you will be an unknown quantity to a significant number of decision-makers at the new firm. And never forget that, as one veteran in our session put it, "one ‘oops’ trumps ten ‘attaboy’s’."
It’s 90% People, 10% Technology
The first important piece of fallout from a merger—or even talk of a merger—is that people become uncertain, anxious, and desperate for information, to the point of glomming on to every rumor that comes down the corridor, plausible or otherwise. The second piece of fallout from this is that productivity drops through the floor. And the third piece of fallout is that your best people—with the best prospects—begin taking calls from headhunters and, unless you act fast, departing. You will then be left with the mediocre and sub-par performers.
So stop it from happening. This means getting on the road (in the air) to reassure people—truthfully, of course—that their own jobs are secure and that in fact the future under the combination will be brighter, more prosperous, and more challenging than before. There’s no substitute here for one-on-one face time.
Achieve High-Impact, Psychologically Powerful Changes on Day One
Have one unified website, one email address protocol, one phone-dialing protocol. Yes, yes, you’re allowed to put the whole thing together under the hood with baling wire and duct tape, but the appearance to end users must be of a one-firm firm.
And another thing: Strive for a succession of small, visible, wins. Nothing will reinforce your credibility more convincingly than showing you and your team can achieve designated milestones on time and on budget. (Conversely, nothing will undermine you faster than promises unkept, so make sure you’re realistic about what you can achieve.)
This discussion reminded me of an analytical model comparing alternative models of IT decision-making. Here it is:
- Business Monarchy: Highly efficient, but can lead to suboptimal IT architecture.
- IT Monarchy: Leads to superb IT architecture and procedures, but may not align with business practices.
- Federal System: IT, practice groups, office heads, etc., all have input: Far and away the least efficient and also the most likely to generate the worst overall decisions. But attractive to some participants since everyone has a seat at the table.
- Duopoly: Business leaders suggest what they need or want; IT responds with what they can provide, and a genuine dialogue ensues. Typically a smart choice.
- Feudal: Partners get what they want.
- Anarchy.
In general, the federal model is the least effective, because it’s the most time-consuming, bureaucratic, and prone to suboptimal politically-motivated decisions. On the other hand, it’s the most open in terms of input (a/k/a "democratic") and therefore sometimes difficult to avoid in a law firm culture.
But if you can? Strive for duopoly. And:
- prioritize
- favor intense short-term pain
- eschew politics
- focus on people, and
- go for high-impact wins.
