Page 45 - Leaders in Legal Business - PDF - Final
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the RFP. We then could suggest an alternative approach that ended up not only saving the firm
money but also achieved a high-quality result.
Approach, methodology, technology: We distinguish between approach and
methodology that the consulting firm intends to apply to the work at hand; both are very
important. There is a big difference in approach and result among consulting firms that labor
through structured workshops, rely on a lot of data mining, or rely solely on the “grey hair” and
experience of its consultants. Each approach is appropriate sometimes, and likely a combination
will help achieve the desired outcomes.
The methodology that a consulting firm applies is equally important. This is because the
field of consulting does not have an easy reference point similar to codified law or generally
accepted accounting standards that define lawyers’ and accountants’ advice they provide to their
clients. Experienced consultancies continuously refine their methodologies as their main
reference points in how they provide and tailor advice to help solve their clients’ challenges. For
example, we often rely on a proprietary assessment methodology that allows us to get to the
heart of any professional services firm quickly; the methodology combines the Balanced
Scorecard, Intellectual Capital, and the McKinsey 7S, and is uniquely suited to law and other
professional services firms. We also have developed a certain way of designing our partner
workshops in a way that is particularly engaging (and disarming!) of highly intelligent and
equally critical law firm partners.
Proprietary analytics technology plays an increasing role in consulting projects on the
operational end. This includes legal project management, law firm cost management, e-billing
effectiveness, and the like. Less “legal” areas include pipeline effectiveness analytics, talent
turnover cost projections, and robotics /intelligent process automation implementation.
In short, the firm’s approaches, methodologies and technologies need to be appropriate
for the challenge to be overcome or goal to be reached, and both approach and methodology
need to resonate with the law firm’s approach, culture, and way of doing business.
Additional things to expect in a proposal:
In addition to scope and fees, any proposal should contain a clear understanding of what
value-add the law firm seeks to gain from the consultancy’s involvement. Measuring this value-
add sometimes is simple (“help us achieve a reduction in WIP days by 20 days”); sometimes it is
not (“help us overcome our non-confrontational partner culture”). Where hard financial measures
are difficult to come by, law firm and consultancy could agree at least on a qualitative indication
of what the client hopes to achieve.
The consultancy also will usually spell out a short track record that proves the consulting
firm’s expertise in handling similar issues. Where relevant, specialist, or professional
qualifications of the team members also should be explained. In our experience, it is helpful to
have a team of several qualifications working with a client organization, whether this is in
consulting or in accounting, psychology, finance, law, economics, or banking, just to name a few
examples.
Terms of business should include assurances of confidentiality of your sensitive
information for a number of years. It is also common for consultants to ask that the client’s name
be included in their pitch materials but, if it’s non-competitive, to keep the nature of the work
31
money but also achieved a high-quality result.
Approach, methodology, technology: We distinguish between approach and
methodology that the consulting firm intends to apply to the work at hand; both are very
important. There is a big difference in approach and result among consulting firms that labor
through structured workshops, rely on a lot of data mining, or rely solely on the “grey hair” and
experience of its consultants. Each approach is appropriate sometimes, and likely a combination
will help achieve the desired outcomes.
The methodology that a consulting firm applies is equally important. This is because the
field of consulting does not have an easy reference point similar to codified law or generally
accepted accounting standards that define lawyers’ and accountants’ advice they provide to their
clients. Experienced consultancies continuously refine their methodologies as their main
reference points in how they provide and tailor advice to help solve their clients’ challenges. For
example, we often rely on a proprietary assessment methodology that allows us to get to the
heart of any professional services firm quickly; the methodology combines the Balanced
Scorecard, Intellectual Capital, and the McKinsey 7S, and is uniquely suited to law and other
professional services firms. We also have developed a certain way of designing our partner
workshops in a way that is particularly engaging (and disarming!) of highly intelligent and
equally critical law firm partners.
Proprietary analytics technology plays an increasing role in consulting projects on the
operational end. This includes legal project management, law firm cost management, e-billing
effectiveness, and the like. Less “legal” areas include pipeline effectiveness analytics, talent
turnover cost projections, and robotics /intelligent process automation implementation.
In short, the firm’s approaches, methodologies and technologies need to be appropriate
for the challenge to be overcome or goal to be reached, and both approach and methodology
need to resonate with the law firm’s approach, culture, and way of doing business.
Additional things to expect in a proposal:
In addition to scope and fees, any proposal should contain a clear understanding of what
value-add the law firm seeks to gain from the consultancy’s involvement. Measuring this value-
add sometimes is simple (“help us achieve a reduction in WIP days by 20 days”); sometimes it is
not (“help us overcome our non-confrontational partner culture”). Where hard financial measures
are difficult to come by, law firm and consultancy could agree at least on a qualitative indication
of what the client hopes to achieve.
The consultancy also will usually spell out a short track record that proves the consulting
firm’s expertise in handling similar issues. Where relevant, specialist, or professional
qualifications of the team members also should be explained. In our experience, it is helpful to
have a team of several qualifications working with a client organization, whether this is in
consulting or in accounting, psychology, finance, law, economics, or banking, just to name a few
examples.
Terms of business should include assurances of confidentiality of your sensitive
information for a number of years. It is also common for consultants to ask that the client’s name
be included in their pitch materials but, if it’s non-competitive, to keep the nature of the work
31
