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CCCA_V4No4_Dept-Performance-FIN.qxd:CCCA_V1No2_Dept-MgLaw-V1.qxd 10/28/10 10:55 AM Page 11 Performance In The Law Department back for legal services, but they did so discuss how well or badly various initiatives annually rather than using a time-based went.One of the manufacturing companies system.Three of the 11 legal departments reports on how it enables business growth conduct formal client surveys regarding with transactions, business processes, M&A, the efficiency, effectiveness and overall sat- and ethical business conduct. isfaction with the legal department. Most At least half of the companies manage have informal processes to find out what very large litigation budgets, some with they need to know.Tough economic times significant in-house teams. The survey make these surveys optional at best. provided few examples of efficiency and The extent of use of business improve- effectiveness in managing litigation. ment techniques in legal services delivery One insurer frequently invites its law was surveyed. Six Sigma, Lean Method- firms to train legal and claims personnel ologies and process mapping were of par- on how best to respond to and manage ticular interest. trends for litigation in different regions of DuPont describes itself as having a proj- the country. A high-tech company ect management company and culture, so encourages its firms to develop creative business units respond well to such initia- engagement models.A very small number tives from the legal department. One such of firms were selected to be on the com- project was to better align government pany’s list of preferred law firms, in the relations with regulatory affairs. Synergies belief that this is critical to business suc- were found, the impact measured and a cess. Given the global reach of the com- value assessed. At least half of the partici- pany, these arrangements allow it to scale pants use Six Sigma and have members of quickly to address legal issues that can the department certified in these method- have an impact in every country where ologies. Repetitive processes, such as ven- the company has clients. dor contracting, patent filings, and General counsel are always on the look employee investigations appear to benefit. out for management practices that will Microsoft is pushing the envelope by significantly improve the efficiency or the creating a Process Academy to build skills effectiveness of the legal departments.The and capabilities across the department and next step is to introduce enough of the eventually within the company’s premier changes in a timely fashion. provider firms. Richard G. Stock, Making a difference M.A.,FCIS,CMC Some say that what gets measured gets is a partner with done. Legal departments were asked to Catalyst Consulting. quantify any aspect of the value the The firm has been lawyers create for the company. Only five designated by the companies try to do this,and the approach Canadian Corporate varies with each one of them. CounselAssociation as a Recognized Supplier of One in the high-tech sector quantifies Law Department Services Consulting. It is the success in anti-piracy work,its contribution Recognized Provider for Legal Department to product development,and its role in try- Consulting designated by the Australian ing to negotiate strategic partnerships. One Corporate Lawyers Association. For law depart- insurer contributes to quarterly business ment strategy that works, Richard can be con- reviews where the general counsel meets tacted at (416) 367-4447 or at rstock@ with a group of his peers in the company to catalystlegal.com. HIVER 2010