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CCCA_V4No1_Dept-Performance-FIN.qxd:CCCA_V1No2_Dept-MgLaw-V1.qxd 2/3/10 11:32 AM Page 11 Performance In The Law Department closed.In addition,it means business process most of the foundational metrics (client or law firms; re-engineering that relies on Six Sigma pro- satisfaction, budget performance, and • Resolution of visible disputes: at least one grams and Microsoft tools to streamline employee engagement) in place and they or two. how business units can best use the depart- will perform well on those. But none of Each of the categories and accompany- ment and to reduce the amount of time this makes them strategic contributors. ing goals and metrics should find their lawyers need to spend to get things done. Is it enough to look back on a year and way into the board-approved strategic single out the events,issues,and transactions business plan. Does a law department need that were noteworthy, and put this into the all of this? annual report? Not if the department and its Richard G. Stock, Every law department needs to be strategi- members want to have more impact than M.A.,FCIS,CMC cally aligned with the business. It is no the year before.Perhaps 30 indicators spread is a partner with longer enough to reduce the cost of the across seven categories are too many for Catalyst Consulting. legal department compared to those of law most departments. Still, it would be easy to The firm has been firms or to last year’s total legal spend. It is select 10 indicators for a scorecard in a com- designated by the not enough to have satisfied internal users pany of less complexity than Microsoft: Canadian Corporate (“clients”). To be effective, a law depart- • Economic: at least two affecting the bot- CounselAssociation as a Recognized Supplier of ment must be strategic.And to be strategic, tom line of the company,likely measured Law Department Services Consulting. It is a a department must be relevant (“aligned”) by the success of several business units; Program Partner with the Australian Corporate and must deliver results against a game plan • Critical projects: perhaps three or four; Lawyers Association. For law department strate- set out in advance. Many departments • People and culture: at least two, especially as gy that works, Richard can be contacted at (416) today are well managed. They will have it affects the capabilities of primary users 367-4447 or at rstock@catalystlegal.com. PRINTEMPS 2010 CCCA Canadian Corporate Counsel Association 11 CCCA61_011.indd 1 2/4/10 3:45:14 PM