Page 41 - Leaders in Legal Business - PDF - Final 2018
P. 41
People want to feel that they have had a chance to contribute to the debate, air their views, and
feel they are being taken into account. You cannot satisfy everyone, but even if the final outcome
is not everything that the partners had wanted, they are much more likely to accept and support if
they feel that the consultation was fair, open-minded, thorough, inclusive, balanced, and
transparent. If you fail to get the consultation right, then the outcome will feel like an imposition;
with people of high intellect and egalitarian principles, you can expect heels to dig in!
Fourth, implementation testing and day-to-day implementation: A consulting firm
usually assists with implementation in some way, whether by pilot testing the implementation;
conducting the full, hands-on implementation as part of the internal team; training and coaching
firm members through their own implementation; or simply reflecting the progress of
implementation with the relevant members of the firm.
Fifth, establishing and managing feedback loops: The above elements rarely work
sequentially; overcoming a challenge or reaching a goal often requires the above elements to be
applied iteratively. For instance, a high-level development of broad options for a solution may
follow an initial shallow-dive diagnosis, followed by additional analysis work as options solidify
and others are discarded. Various groups of partners and other stakeholders may be involved at
different stages of the consulting project. Feedback and learning loops may be agreed upon in
advance or throughout a project as the scope changes. Note that the above five elements apply
very broadly and in principle to any consulting project, whether it’s as operational as a major IT
implementation of a new practice management software, a change to how partners develop
business, or as strategic and fundamental as a change of the partner remuneration system. The
work to be carried out and the exact structure of each element will of course vary widely given
the law firm’s objective for the project.
Process design: A law firm should expect its consulting firm to assist in designing a
process that helps achieve the client’s objectives so that the subject matter advice provided fits
the business, is capable of implementation and takes hold within the firm. This is to ensure the
law firm can earn a return from its financial and time investment in the acquired consulting
services.
Project management: We stress the importance of project management in consulting
projects. A well-managed project, following accepted project management norms, almost always
achieves better outcomes and does so more easily, with less time wasted, than a project that is
“defined as we go along.” Besides the substantive and process expertise, you should ask your
consulting firm about its project management expertise, skills, and approach.
Retained Advisory
Sometimes the needs are of a different nature, and then it may make sense to retain a
consulting firm or very senior advisor for a period of time. This works best if the managing
partner or executive committee is to have an ongoing sounding board providing an external
perspective on a myriad of issues that can’t easily be distilled into a consulting project.
The reasons may vary; the three most common retained advisories we see are:
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feel they are being taken into account. You cannot satisfy everyone, but even if the final outcome
is not everything that the partners had wanted, they are much more likely to accept and support if
they feel that the consultation was fair, open-minded, thorough, inclusive, balanced, and
transparent. If you fail to get the consultation right, then the outcome will feel like an imposition;
with people of high intellect and egalitarian principles, you can expect heels to dig in!
Fourth, implementation testing and day-to-day implementation: A consulting firm
usually assists with implementation in some way, whether by pilot testing the implementation;
conducting the full, hands-on implementation as part of the internal team; training and coaching
firm members through their own implementation; or simply reflecting the progress of
implementation with the relevant members of the firm.
Fifth, establishing and managing feedback loops: The above elements rarely work
sequentially; overcoming a challenge or reaching a goal often requires the above elements to be
applied iteratively. For instance, a high-level development of broad options for a solution may
follow an initial shallow-dive diagnosis, followed by additional analysis work as options solidify
and others are discarded. Various groups of partners and other stakeholders may be involved at
different stages of the consulting project. Feedback and learning loops may be agreed upon in
advance or throughout a project as the scope changes. Note that the above five elements apply
very broadly and in principle to any consulting project, whether it’s as operational as a major IT
implementation of a new practice management software, a change to how partners develop
business, or as strategic and fundamental as a change of the partner remuneration system. The
work to be carried out and the exact structure of each element will of course vary widely given
the law firm’s objective for the project.
Process design: A law firm should expect its consulting firm to assist in designing a
process that helps achieve the client’s objectives so that the subject matter advice provided fits
the business, is capable of implementation and takes hold within the firm. This is to ensure the
law firm can earn a return from its financial and time investment in the acquired consulting
services.
Project management: We stress the importance of project management in consulting
projects. A well-managed project, following accepted project management norms, almost always
achieves better outcomes and does so more easily, with less time wasted, than a project that is
“defined as we go along.” Besides the substantive and process expertise, you should ask your
consulting firm about its project management expertise, skills, and approach.
Retained Advisory
Sometimes the needs are of a different nature, and then it may make sense to retain a
consulting firm or very senior advisor for a period of time. This works best if the managing
partner or executive committee is to have an ongoing sounding board providing an external
perspective on a myriad of issues that can’t easily be distilled into a consulting project.
The reasons may vary; the three most common retained advisories we see are:
27
