Change Management: Getting Lawyers To Adopt LPM

1. Change Management: Getting Lawyers To Adopt LPM

2. Your speakers and moderator Moderator: Scott David- Vorys Speakers: Scott Preston - ERM Legal Solutions Andrew Terrett - Borden Ladner Gervais LLP Joshua Fireman - Fireman & Company Heather Eskra – Seyfarth Shaw LLP

3. Audience Poll • I work in a… • We have been working on our Legal Project Management initiative since:

4. Agenda 1. What is Change Management 2. What is LPM and why is Change Management so important? 3. Real world situations and tactics

5. Change Management - the literature is immense...

6. Legal Project Management Project management- the discipline of planning, organizing, motivating and controlling resources to achieve specific goals

7. Legal Project Management Initiation Monitor & Control Planning Execution Completion

8. What Problems does LPM Address? • Clients want: • Price Certainty / Predictability • Transparency • Communication / Involvement • Win / Win – they want to improve their profitability AND they want their law firm(s) to be profitable

9. What Problems does LPM Address? • Lawyers want: • Retain and Return Business • Client Satisfaction • Limit Risk • Help with Pricing / Make a Profit

10. Who benefits from LPM? Client Rainmaker Performer Management

11. Why is Change Management important to the adoption of LPM? • LPM represents probably the biggest change to work methods - the actual practice of law in 50 years • LPM impacts both the firm and the individual • LPM when properly implemented, will lead to increased profits

12. Audience poll time again... • In terms of overall optimism/pessimism around your LPM initiative... • Where does your management team stand in relation to your LPM initiative... • How would you describe the culture of your organization in terms of accountability... • The Change Management literature talks about the need to create “a burning platform” ...

13. Change Management Factors

14. Signs of Change Profitability measures Time Legal project managers AFAs Margin pressure $$$ budget Compensation alignment Management commitment

15. Characteristics of a Successful Legal Project Manager • Credentials are important but not sufficient • Influence and Interact with Senior Partners • Ability to work within the Law Firm structure • Ability to understand Legal Processes • Being comfortable with being uncomfortable • Flexible not rigid

16. Eyes Wide Open • Senior management support requires more than well-meaning bromides • Strategic value remains poorly defined by most firms • Compensation impact is hard to discuss with your head in the sand • High workflow impact change is rarely supported • Metrics are often unmoored and adrift

17. Are You an Optimist or a Pessimist? • Be realistic about what your firm can achieve in the short-, medium- and long-terms • All firms have caps on their ability to change • Look to practices, client teams and industry groups – and pick likely winners (like IP at BLG)

19. Getting Started • Identify areas where you can lesson the pain. Projects or Cases that contain: • Aggressive timelines • Budget Constraints- AFA’s, history of large write-off’s • Large volume of documents / data to manage • Multiple parties involved – Internal SME’s and External Stakeholders • Complexity (phases) • Consider a pilot

20. Transition through conversation Moving one step from left to right per conversation should be considered success…

21. Consider your demographics Lawyers aged 60+ are likely to be less motivated. Lawyers in the 35-55 age range are likely to be more motivated. But there are exceptions to every rule…

22. Understand lawyer personality types (Larry Richards) According to the (Hogan Assessment) studies, lawyers are less sociable, Inquisitive, have less sensitivity but score higher on their learning approach. *

23. Case Study A- Multi-Million dollar M&A deal • Approach was Traditional Project Management • Upon Reflection approach was not agile enough

24. Case Study A- Multi-Million dollar M&A deal • Applied Agile techniques • phased approach • electronic scrum board • daily standups • two week sprints • retrospective

25. Case Study B- Large Insurance Provider • Challenges • High volume of routine litigation work • Alternative Fee Arrangement • Need for consistency and efficiency across nationwide engagement

26. Case Study B- Large Insurance Provider • Services/Solutions Delivered • Legal Project Management • Project Managers (and Legal Solutions Architect) involved in frequent VOC meetings with Client and Seyfarth partners • Weekly meetings with lead Seyfarth partners to identify challenges and opportunities

27. Case Study B- Large Insurance Provider • Technology Solutions • SeyfarthLink- Client collaboration platform • Document Automation • Custom Metrics

28. Key Take Aways • Change Management Literature- none written for Law firms • Identify pain points in each practice areas • Be able to describe the benefits of Project Management- gather metrics • Align compensation and credit to incentivise commitment • Hire the right Legal Project Managers

29. Key Take Aways • Share success stories • Just in time training • Engage with clients through RFP, Client Audit and direct conversation • Review financial Data to identify potential pain points • LPM brings solutions for clients and improved life for the attorneys

30. Speaker contact information • Heather Eskra – heskra@seyfarth.com, (312) 460-6550 • Joshua Fireman - joshua.fireman@firemanco.com, @joshuafireman, (888) 701-4808 • Scott Preston - spreston@ermlegalsolutions.com, @sapreston, (805) 262-7732 • Andrew Terrett - aterrett@blg.com, @andrewterrett (416) 367-6497