Process and projects

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How process improvement is helping legal build better relationships

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INSIDE

ISSUE IN BRIEF

This issue of Briefing is a lead-in, in more ways than one. First, following on from last month’s issue on pricing and profitability, it was natural to do something on process and projects. Law firms need to think much more widely about profitability and driving process improvement and project management is a perfect way to do that.

We also delve into how firms and clients alike are adopting process thinking in our feature, including interviews with leaders at Addleshaw Goddard, Bird & Bird, BLPCarbon Law, DWF and Withers, and AIG’s in-house legal process head.

LEGAL’S LIGHT BULB MOMENT

Richard Brent talks to Axiom Law’s UK managing director Nick West about why his business isn’t a law firm − and doesn’t want to be. Are you sitting comfortably? You won’t be for long, if Axiom gets its way…

PROCESS MAKES PERFECT

Investment in process creates opportunities to collaborate − for law firms’ people, the firm and their clients, and for competing legal businesses to the benefit of all.

IF ANYONE KANBAN, YOU CAN

Providing great customer service starts at the prospecting stage – and thankfully automated processes can ensure you set the right expectations from the outset. Comparing legal workflow to the Japanese Kanban concept of continuous improvement Jitendra Valera of Advanced Legal, says it’s about being more client-centred when it comes to creating journeys through legal work.

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Karl Warmbold
Director of facilities and property, DWF
Slice of PIE
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Slice of PIE


Shilpa Bhandarkar
Head of innovation, Linklaters