The Bigger Picture: Driving Client Value Through Collaboration

The Bigger Picture: Driving Client Value Through Collaboration examines the multiplying effects of collaboration on value. It provides practical advice on how to encourage and break down the barriers to internal and external collaboration and teamwork, and how to reward desired behaviors

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Details

  • Publication date: December, 2016
  • Pages: 100
  • ISBN: 9781783582587

Description

When lawyers collaborate, work is made more profitable, client relationships are strengthened, and individuals are more engaged. In a shrinking market where law firms are increasingly looking for new ways to further client development and boost revenues, collaborative efforts to expand the collective pie have become a strategic imperative.

The Bigger Picture: Driving Client Value Through Collaboration examines the multiplying effects of collaboration on value. It provides practical advice on how to encourage and break down the barriers to internal and external collaboration and teamwork, and how to reward desired behaviors. 

The book includes case studies from firms that are already benefiting from firm- and practice-group-wide collaboration initiatives, and lessons learned by law firms and law departments that have developed successful partnerships.

Those firms who truly collaborative both internally and externally with clients, will drive innovation, streamline processes, deliver greater value, and ultimately see the considerable – and quantifiable – benefits to be had from taking a collaborative approach to legal work.

Contents

Executive summary

About the authors

Chapter 1: Smart collaboration – Why breaking down silos is critical for law firms

By Heidi K. Gardner, distinguished fellow in the Center on the Legal Profession at Harvard Law School

  • Financial and strategic benefits for firms
  • Tangible and intangible benefits of collaboration for individual lawyers
  • The people case for collaboration
  • Typical barriers to collaboration
  • Clients’ point of view
  • Conclusion

Chapter 2: The neuroscience of collaboration and altruism – How the latest science can boost client and team engagement

By Dr Bob Murray and Dr Alicia Fortinberry, founders and principals of Fortinberry Murray

  • What science says
  • What this means for client and team engagement
  • Energising your firm
  • Conclusion

Chapter 3: The synergistic value of collaboration

By Paul Williams, partner at Shook, Hardy and Bacon

  • Creating the opportunity
  • Leveraging the opportunity
  • Conclusion



Chapter 4: Creating client value through collaboration

By Jill King, consultant at Jill King Insights, and former global HR director at Linklaters

  • What working collaboratively really means
  • Barriers to collaboration
  • The value of practice and partner retreats
  • Building connections through training programmes
  • Internal networking
  • Virtual team-working
  • The importance of office layout
  • Collaboration tools and systems
  • Knowledge-based client relationships
  • Developing a culture of collaboration

Chapter 5: Developing law firm compensation systems to encourage and reward collaboration

By Jim Pagliaro, partner at Bernero & Press LLC

  • Partner compensation systems benefit from transparency in terms of measurements and results
  • Perception of fairness is paramount 
  • It is important to measure the right things
  • The best partner compensation systems employ the right mix of data and subjective judgment
  • Getting compensation right 

Chapter 6: Collaboration in high performance teams

  • Introduction
  • What makes a team?
  • The secret to achieving high performance through collaboration?
  • The formation of high performance teams – The building blocks
  • The formation of high performance teams – Team roles to support collaboration 
  • Conclusion

Chapter 7: Collaborative improvement – Using Lean Six Sigma to deliver greater value, increase efficiency, and enhance relationships

By Catherine Alman MacDonagh JD, CEO and founder of the Legal Lean Sigma Institute and Thomas L Sager, partner at Ballard Spahr and former general counsel at DuPont

  • Competitive advantage
  • Successful examples
  • Collaborative intelligence

Chapter 8: Taking a collaborative approach to containing legal spend

By Danny Ertel, partner at Vantage Partners

  • Effective collaboration begins with preparation
  • Ready, set, collaborate

Chapter 9: Case study on law firm–client collaboration through the managed legal network

By Richard Tapp, company secretary and director of legal services, Carillion plc and Fleur Kitchingman, senior vice president legal and corporate secretary, Carillion Canada

  • Introduction
  • Agenda for change
  • Our aspirations
  • Our processes
  • Reflections on collaboration
Download chapters

Authors

Catherine Alman MacDonagh, JD
Catherine is a former corporate counsel and law firm executive. She now teaches and provides training and consulting services with a focus on marketing and business development, strategy, process improvement, project management, and operational and process excellence. In her practice, FIRM Guidance, she serves as “trusted advisor to the trusted advisors,” whether training, coaching, or developing competitive advantages. She is also Chief Enthusiasm Officer of Mocktails LLC, which offers experiential networking training programs, including The Legal Mocktail. A Legal Lean Sigma® Black Belt and a certified Six Sigma Green Belt, Catherine is the CEO and a Founder of the Legal Lean Sigma Institute, which offers consulting and the first and only process improvement and project management certifications, courses, and workshops designed specifically for the legal profession. Catherine is an adjunct professor at Suffolk Law School and at George Washington University (Master’s in Law Firm Management) and a frequent guest lecturer at other academic institutions. She is the author of Lean Six Sigma for Law Firms and the co-author of The Woman Lawyer's Rainmaking Game and The Law Firm Associate's Guide to Personal Marketing and Selling Skills. She is a contributing author to six books: Redefining Matter Management: A Best Practice Guide to Improving Processes and Profitability; The Lawyer’s Guide to Project Management; The Bigger Picture: Driving Client Value Through Collaboration; The Lawyer’s Guide to Process Improvement; and The Procurement Handbook. Catherine is a founder of both the Coalition of Professional Services Providers and the Legal Sales and Service Organization, which presents the annual LSSO’s RainDance Conference. Honors and awards Catherine has received include: Fellow, College of Law Practice Management; Legal Marketing Association Hall of Fame (the association’s highest honor); Boston Business Journal’s 40 Under 40; two years on the prestigious MLF 50 (Marketing the Law Firm Top 50) List; and several Legal Marketing Association Your Honor Awards. 
Dr Bob Murray
Bob Murray, MBA, PhD is an internationally recognized expert in strategy, leadership, influencing, human motivation, and behavioral change. Bob’s insights are based on his wide experience in business as well as his deep knowledge of research in the areas of management, psychology, genetics and neurobiology. Clients include premier global law firms and mid-sized firms in Australia, the UK and Europe, alongside many Fortune Global 500 corporations. With his colleague Dr Alicia Fortinberry, Bob won the American Science Achievement Award and was appointed to head the Obama Administration’s comprehensive national work stress initiative. Bob’s latest book with Dr Alicia Fortinberry, Leading the Future: The new human science of law firm strategy and leadership (Ark Group, London), shows the potential impact of the new science of being human on organizational success. With Alicia he is also the author of the international best-sellers Creating Optimism and Raising an Optimistic Child (McGraw-Hill, New York). Dr Bob has lectured at Sydney, Melbourne, Duke, Tufts, South Florida and California State universities.
Dr Alicia Fortinberry
Alicia Fortinberry, PhD (Organizational Psychology) has gained global recognition for her powerful, lasting impact on top-tier law and other organizations and leaders. Drawing on the latest science of human motivation and change, Alicia enables firms to shape strategy and build the right leadership, performance and diverse, cohesive culture. Alicia’s clients include internationals such as Herbert Smith Freehills and Allens Linklaters and major national and mid-sized law firms, as well as many Fortune Global 500 corporations. With her partner Dr Bob Murray, Alicia received the highly prestigious American Science Achievement Award and was appointed to head the US government’s comprehensive national work stress initiative. Their latest book, Leading the Future: The new human science of law firm strategy and leadership (Ark Group, London), guides leaders to apply the latest science to areas such as navigating a firm or practice group through rapid change, managing high performance teams, and understanding the needs and motivators of clients. With Bob she also wrote two international best-sellers Creating Optimism and Raising an Optimistic Child (McGraw-Hill, New York).
Paul Williams
Partner, Shook, Hardy & Bacon (based in Kansas City)
Jill King
Jill King is a business writer and commentator, having spent over 20 years working in the professional services sector. She is interested in what makes people tick, how to unleash potential and creativity, and in the fundamental changes affecting the professions. As a leading HR professional, specialising in people and communications, Jill has experience in the fast-moving consumer goods, retailing, engineering, accountancy and legal sectors. She has led regional and global HR, L&D, and knowledge and communication teams, as the HR director at KPMG, Hogan Lovells (formerly Lovell White Durrant) and most recently, Linklaters. Jill can be reached via email or at her website.
Heidi K. Gardner
Heidi K. Gardner, PhD, is a distinguished fellow in the Center on the Legal Profession at Harvard Law School. Her research focuses on leadership and collaboration in professional services firms. She has authored or co-authored more than 50 book chapters, case studies, and articles in scholarly and practitioner journals, including the Academy of Management Journal, Administrative Science Quarterly, and Harvard Business Review. Her first book Leadership for Lawyers: Essential Strategies for Law Firm Success was co-edited with Rebecca Normand-Hochman (2015) and her latest book Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos was published in 2017 by Harvard Business Press. Heidi works extensively with professional services firms and in-house professional departments in corporations around the globe. In addition to advising senior leadership teams, boards, and executive committees on strategic issues, she has addressed more than 10,000 professional firm partners in more than 20 countries on the theme of smart collaboration. Heidi has lived and worked on four continents, including positions with McKinsey & Co. and Procter & Gamble, and as a Fulbright Fellow. Presently she serves on the board of directors for The Second Step, a non-profit agency in the Boston area focusing on survivors of domestic violence.
Danny Ertel
Founding partner, Vantage Partners LLC.
Richard Tapp
Company secretary and director of legal services at Carillion plc 
Fleur Kitchingman
Senior vice president legal and corporate secretary at Carillion Canada

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