Page 38 - CCCA 239285 Magazine_Fall 2015

{ strategic ManageMent }

“ 11. Vigilantly assess, utilize and train on
■ Create virtual and dynamic project
teams, and then disaggregate legal
work by its component parts and as-
sign components to the best and most
Te best way to establish legal metrics is to align with
effcient teams.
the business’s objectives and resulting metrics. For
technology solutions.
example, if clients are looking to speed up the delivery
of goods to market, your metrics in turn should focus ■ Ensure you are fully leveraging compa-
ny technology and IT resources before
looking outside.
” ■ Manage creeping technology costs.
on advancing contract processes and prioritizing the ■ Take advantage of the robust assort-
conclusion of facilities or supply agreements. ment of affordable, SAAS-based legal
technology available now. Keep up to
date on new developments or use “con-
cierge”/consulting services to do so.

process or cultural problem.
■ Articulate objective service levels to ment or other units of the company) Technology on its own will not solve a
manage expectations and establish and outsourcing current work done in- ■ Be realistic of internal resource capa-
benchmarks. When questions are com- ternally (to law frms with better busi- bilities to implement and utilize new
mon to a subject, communicate your ness practices and other non-law frm technology, and consider managed ser-
regular response in the form of an FAQ service providers). vice solutions as an alternative.
or playbook to allow for “self-service” ■ Implement true “partnership” deals ■ Plan and focus on signifcant training
of answers. with external providers, such as mutual time, and make sure to measure and
■ Collaborate with clients on workfows business sales/referrals, value pricing, follow up on whether lawyers are using
and metrics. holdbacks and bonuses. the systems.
■ Understand that your advice will not ■ Pursue secondments not only to your
always be taken. Be clear about the department but also from your depart- 12. Communicate your results in
times when it is not optional. ment to the outside provider. business terms.
■ Utilize technology improvements to ■ Keep communication frequent but not
8. know the business, know the share data, project and billing updates, overwhelming.
business, know the business. general information, and precedents. ■ Report in business terms. Consider
■ As cost advantage erodes, operational, income statement style reporting with
company and industry knowledge 10. implement a project management demonstrable value-add as the “rev-
become the core differentiators of in- and teamwork approach. enue” line off of which costs are de-
house counsel. ■ Deploy project management training, ducted and net achieved.
■ Self-initiative and operational “volun- principles and approaches within the ■ Stick to value versus volume approach
teering” is the best place to start dem- department. from KPI lessons.
onstrating commitment. ■ Consider the department as respon- ■ Avoid cost comparison to traditional
■ Consider periodic internal second- sible for optimal resource calibration external counsel performing the same
ments to business units. on projects. It is, in effect, the hub with functions, as that is a cost-centred ap-
possible spokes including traditional proach and there are increasingly more
9. leverage external counsel and law frms, new model legal service pro- lower cost options available. ❚
outsourcing effectively and viders, on and offshore LPOs, technol-
untraditionally. ogy and managed services solutions,
■ Consider new options, such as shifting paralegals, and other non-lawyer per- Susan Hackett is CEO of Legal Executive Leader-
work in-house (to the legal depart- sonnel and business enablement. ship. Susan Kennedy is General Counsel at Ornge.
Joe Milstone is CEO and Co-Founder of Cognition.

38 CCCa MaGazIne | FaLL 2015 auTOMne