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Sarah Fahy Reshaping Your Team
 

Sarah Fahy Reshaping Your Team

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    Sarah Fahy Reshaping Your Team Sarah Fahy Reshaping Your Team Presentation Transcript

    • Sarah Fahy, Global Head of Library Services Allen & Overy LLP Reshaping your team: Threat or Opportunity © Allen & Overy 2013 1
    • How can we be positive about change? How can we identify the opportunities change offers us? © Allen & Overy 2013 201
    • © Allen & Overy 2013 201
    • © Allen & Overy 2013 201
    • The ideal response – Embrace the concept – Work to perfect – Contribute expertise – Collaborate to create a working plan – Work productively with consultants – Direct the outcome based on the best way to meet the firms needs – Execute the plan – In line with the wider firm process © Allen & Overy 2013 201
    • If you change the way you look at things, the things you look at change Wayne Dyer © Allen & Overy 2013 201
    • A transformational leader Inspires followers to share a vision and empowers them to attain that vision by providing them with the necessary resources to develop their full potential. © Allen & Overy 2013 201
    • In relation to the organisation: – Has a strong focus on the moral role of the firm – Has the ability to adapt and realign to a changed environment © Allen & Overy 2013 201
    • In relation to his/her own management style: – Leads by example through action and attitude – Is “self authoring” meaning he/she derives vision from a core set of values – Have legitimate power based on integrity and competence – Encourages creativity and innovation © Allen & Overy 2013 201
    • How can we identify the opportunities that change offers us? © Allen & Overy 2013 201
    • Some changes look negative on the surface but you will soon realize that space is being created in your life for something new to emerge. Eckhart Tolle © Allen & Overy 2013 201
    • Review of all Library tasks: – Can it be done remotely? – Assess the level of interaction necessary with internal or external clients – The skill level and/or required? – Cultural environment? City experience? – Cost differentials – Map each step of each task showing: – Who does what – The level of skill needed – Interaction points and with whom – The time each activity takes © Allen & Overy 2013 201
    • Example map: subscription renewals Renewal Authorisation Authorising Person Renewal request / decision User Accounts Payable process Accounts Payable No Renewal Received Identify location & Users Notify Stakeholders Collate responses Senior Admin Senior Admin Senior Admin Senior Admin Renewal required? Yes Authorisation required? No Send renewal / cancellation to vendor / update records Process invoice or credit Send invoice for payment Update library & online journal records Senior Admin Senior Admin Senior Admin Senior Admin Yes Renewal decision Senior Specialist / Manager Obtain authorisation / authorise Senior Specialist / Manager Payment authorised Mgr Process renewal requirement / send invoice or credit Vendor © Allen & Overy 2013
    • Reach recommendations – How many tasks could be done elsewhere – The skill level needed to complete these tasks – How much resource you would need/would lose = create new roles = identify those tasks that you cannot move © Allen & Overy 2013 201
    • Recommendations: example London Operations (4) Offshore Operations (4) London Enquiries (6) Offshore Enquiries (3) Practice group liaison Acquisitions Legal research Company profiles Collection management incl. source selection Cataloguing Business and financial research Basic research eg press searches, contact list updating Stock circulation FSA Handbook updates Online product evaluation Current awareness Subscription management Training and inductions Library catalogue support Leaver admin Collection administration Financial management Physical Client facing Process oriented © Allen & Overy 2013 201 Experience Cultural Build from scratch
    • ACTIVITY LOCAL OFFSHORE Setting strategic direction Aligning to firm needs Analysing trends Justifying costs Resource management Financial/People Invoice processing Information management Vendor relationship management Contract negotiation Evaluation of new products Cataloguing and processing Administrative support Research support Legal research Commercial research Analysis Subject expertise Basic commercial research Training and inductions Designing and delivering training Communicating best practice Culture Consultancy Auditing user needs Evaluating sources Contributing to Know How projects Expertise Supporting clients © Allen & Overy 2013 201 Accountability Leadership
    • Threat or Opportunity? – Accept all change is disruptive – There will be good and bad – Embrace it: use it to your advantage – To promote the unique expertise of your team – To create a stronger team – Learn and adapt: – Create an environment of continuous review – normalise change – Use change to empower © Allen & Overy 2013 201
    • Questions? These are presentation slides only. The information within these slides does not constitute definitive advice and should not be used as the basis for giving definitive advice without checking the primary sources. Allen & Overy means Allen & Overy LLP and/or its affiliated undertakings. The term partner is used to refer to a member of Allen & Overy LLP or an employee or consultant with equivalent standing and qualifications or an individual with equivalent status in one of Allen & Overy LLP’s affiliated undertakings. © Allen & Overy 2013 201 18