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Fees for Performance
- August 28, 2024
- Category: Managing Total Legal Spend
- Publication: Legal Business World, Issue 5(2024) at pg. 10
Paying law firms for results is possible. Three criteria and weightings demonstrate in a case study how to link legal fees to law firm performance. The law firm agreed that 15% of $825,000 in legal fees would be tied to performance. The criteria are results for 70% of the performance fee, efficiency for 20% of the fee, and the final 10% for service. Scoring is based on 20 points – with a maximum of 14 points for results, and so on. A minimum of 16 points (80%) is required to qualify for a performance fee.
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Scoring Success: aligning legal fees with results
- August 28, 2024
- Category: Managing Total Legal Spend
- Publication: Canadian Lawyer website
Paying law firms for results is possible. Three criteria and weightings demonstrate in a case study how to link legal fees to law firm performance. The law firm agreed that 15% of $825,000 in legal fees would be tied to performance. The criteria are results for 70% of the performance fee, efficiency for 20% of the fee, and the final 10% for service. Scoring is based on 20 points – with a maximum of 14 points for results, and so on. A minimum of 16 points (80%) is required to qualify for a performance fee.
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To Plan or To Improvise
- June 8, 2024
- Category: Positioning and Strategy
- Publication: Legal Business World, Issue 4 (2024) at pg. 56
The alignment of work type and complexity with the experience levels of members of the legal department should be managed rather than improvised. General Counsel should introduce formal programs for work intake and allocation. This should be a part of a legal department’s formal annual business plan – one that is aligned with corporate priorities and which makes a strategic contribution to the organization.
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Why the Devil Is in the Details
- April 29, 2024
- Category: Positioning and Strategy
- Publication: Legal Business World, Issue 3 (2024) at pg. 32
Sourcing and pricing complex legal work is manageable with detailed matter planning and budgeting. Planning assumptions and tasks for each phase of the legal matter are essential as a pre-requisite to resource allocation. Senior in-house counsel can evaluate the number of hours and their distribution by lawyer experience band for each planning assumption. The article includes two spreadsheet examples.
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Management Beyond the Basics
- February 27, 2024
- Category: Positioning and Strategy
- Publication: Legal Business World, Issue 2 (2024) at pg. 36
There are five features in law departments that are considered well managed. These are organizational alignment, the deployment of legal department resources, the management of initiatives and priorities, strategic communications, and a focus on leading practices. All are required to manage beyond the basics.
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Changing Law Firms
- January 26, 2024
- Category: Managing Total Legal Spend
- Publication: Legal Business World, Issue 1 ()2024), page 34
With an hourly billing model, a company can take its time to phase out legacy firms as part of its convergence program. Fixed and hybrid fee arrangements require other approaches to manage law firm transitions. The first approach is to carve out some on-going files for legacy firms and reduce the fixed fee accordingly. The second is to have the successful primary firm oversee, pay and phase out the work of the legacy firms as part of its fixed fee. This second approach contains costs and greatly reduces the amount of administrative time that law departments would otherwise invest.
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How In-House Counsel Can Best Manage a Law Firm Change
- January 19, 2024
- Category: Managing Total Legal Spend
- Publication: Canadian Lawyer In-House, posted Jan 15 2024
With an hourly billing model, a company can take its time to phase out legacy firms as part of its convergence program. Fixed and hybrid fee arrangements require other approaches to manage law firm transitions. The first approach is to carve out some on-going files for legacy firms and reduce the fixed fee accordingly. The second is to have the successful primary firm oversee, pay and phase out the work of the legacy firms as part of its fixed fee. This second approach contains costs and greatly reduces the amount of administrative time that law departments would otherwise invest.
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Why Strategy Seldom Works in Law Departments
- December 8, 2023
- Category: Positioning and Strategy
- Publication: Canadian Lawyer In-House website, Nov 21, 2023 Revue en ligne Legal Business World e-zine, Issue 8 (2023) at pg. 44
Five factors which inhibit the execution of strategy are applied to law departments. They are executive leadership that is not mobilized, strategy that is not translated into operational terms, poor alignment with business units, strategy execution that is relegated to being someone else’s job, and poor direction and communication on strategic goals.
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Risk Aversion in Retaining External Counsel
- October 7, 2023
- Category: Positioning and Strategy
- Publication: Canadian Lawyer In-House website, posted Oct 3rd, 2023 Legal Business World, Issue 7 (2023) at page 68
Flexible, independent, cost-ineffective operating practices of law departments for selecting law firms are less tenable than they were 10 years ago. Law departments must apply robust criteria when selecting law firms and begin by stabilizing and reducing the number of firms. An estimate of the 3-year demand for each specialty followed by multi-year partnering agreements with primary firms provides a good base. External counsel can be sole-sourced or selected after a competitive process. As always, service, results and pricing must be in balance.
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The Innovative Performance Management Framework
- September 5, 2023
- Category: Performance Management
- Publication: Canadian Lawyer In-House, posted Sept 5th, 2023 Legal Business World, Issue 6 (2023), page 82
Article sets out descriptions of 11 key performance indicators (KPI) arranged in four categories
Client-Facing KPIs: strategic impact, results, innovation
Business Process Improvement KPIs: operating practices, service, technology
Talent KPIs: knowledge transfer, competencies
Financial KPIs: total legal spend, unit costs, external counsel
Objectives and targets should follow each KPI.
Articles on Demand – Archive