page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100

October 07 Businessexcellence 35 else. So we set up a system that incentivizes people to share information and analyze it in a way that benefits the entire company. We have created a pay for performance system that incentivizes this openness instead of what is typical of the industry, where everybody keeps things close to their chest. It has been very successful for us.” This kind of proactive management is fundamental to Ball’s approach, but he prefers not to hang any cute labels on it. It’s just good business. “You have to manage people on a daily basis,” he says, not stay in your offi ce for a year and criticize someone’s performance at the annual review. “Telling someone if they are doing a good job or not needs to happen every single day. You have to explain in a positive way exactly what your expectation is, how that is going to improve performance and what the outcome will be. You can’t hide the truth or you won’t get the results you want, and then you have no one to blame but yourself as a manager. “I don’t think what we’re doing is lean,” he continues. “It’s just good business and the practices that we follow in the fi eld refl ect our desire to be really good builders and to make a really good job of what we are doing. We try to get as much innovation as we can possibly use in a responsible way. We push that into our product and I really believe that building information modeling is the way for the future.” The hardware is in place, says Ball, but the software needs further development before building information modeling can begin to pay dividends. There is no common platform yet, so there are issues of compatibility between different users’ systems. There are also issues around responsibility. If everyone lays his piece of the suit on the same mannequin, and something doesn’t work, who is responsible for the failure when all parties are interdependent? These things can all be worked out, he believes, but the biggest challenge, as always, is convincing people to change. “When people are used to doing something in a certain way, it falls back on the managers,” he says. “This is well out of anybody’s comfort zone. It’s foreign to them. They have to take more time to fi gure out the new system. Getting people to change and implement new procedures is the greatest battle. They don’t want to change. So we make sure we have the training so that everyone understands that this is going to be of benefi t to them, and maybe you have to take one step back now but we’ll be able to take two steps forward tomorrow, and ten steps forward the next day. A week or a month out from now you’ll look back and be amazed at the amount of progress you’ve made.” “Why aren’t we building a suit on one mannequin instead of having 120 different mannequins with one having a sleeve on it, one having a collar on it, and another having a cuff on it? It’s crazy, but that’s how the industry does it today” WebcorBuilders

36 Businessexcellence October 07 The exact balance sheet value of a prestigious address is probably impossible to calculate, but as an intangible asset, One Broadway is priceless. It seems entirely appropriate, too, that it should house the New York offi ce of Kenyon & Kenyon LLP, a law fi rm concerned with the protection of intellectual property, another intangible with an even greater impact on a company’s fortunes. Considered to be New York’s fi rst skyscraper, overlooking the Statue of Liberty in New York Harbor at the confl uence of the East and Hudson Rivers, One Broadway has been home to Kenyon & Kenyon since 1981. Although the fi rm was founded over 100 years before its move to One Broadway, “we’ve been downtown Manhattan for the entire history of the fi rm,” says chief administrative offi cer Gwen Bey. “We’re recognized as a downtown fi rm. It’s a prime location, and it’s very convenient to the courts and for our clients. Our other two offi ces in Washington, DC and Silicon Valley are also strategically located for our clients and near the courthouses and other key government agencies.” Founded in 1879 to protect the pioneer patents and inventions of the electric light and power industries, Kenyon & Kenyon is extremely proud of its history. Kenyon’s plans to celebrate its 130th anniversary in 2009 include educating the public about the fi rm’s historic connection to America’s industrial growth in the late 19th and early 20th centuries. As the oldest intellectual property fi rm in the country, its landmark cases date back to 1893, when William Houston Kenyon and his then partner William C. Witter represented Heinrich Goebel in a challenge against Thomas Edison’s patent on the light bulb. As other inventors began to improve designs or introduce new ones, the need for expertise in patent protection multiplied. The specialist intellectual property law fi rm was in Gwen Bey, chief administrative offi cer of intellectual property law fi rm Kenyon & Kenyon LLP, tells Martin Ashcroft how the fi rm is leading the profession into the 21st century with a pioneering approach to administration as well as law Pioneersofthelaw