MEMORANDUM

To: Law firm partners

From: Former managing partner, now management advisor and consultant

Subject: Client value teams in law firms

In today's competitive legal market, law firms must deliver greater value to their clients to maintain their market position and win new business. One approach to delivering value is through the creation of client value teams (CVTs), which are groups of lawyers and other professionals within a law firm that collaborate to deliver legal services to clients in a more efficient, effective, and valuable way. In this memorandum, we will explore what a CVT is and why a law firm should consider creating one.

What is a client value team?

A CVT is a cross-functional team of lawyers and other professionals within a law firm that work together to deliver legal services to clients in a more efficient, effective, and valuable way. The team may include lawyers from different practice areas, as well as professionals such as project managers, pricing analysts, and technology specialists. The team's goal is to provide high-quality legal services while reducing costs and improving client satisfaction.

Why should a law firm consider creating a client value team?

There are several reasons why a law firm should consider creating a CVT:

1. Enhanced client service

A CVT can improve client service by allowing the law firm to better understand the client's business objectives, challenges, and opportunities. By collaborating with the client and other professionals within the law firm, the team can develop creative solutions to the client's legal needs, anticipate future legal issues, and provide strategic advice that aligns with the client's goals.

1. Increased efficiency

A CVT can increase efficiency by streamlining legal processes, leveraging technology, and eliminating unnecessary work. By working together, team members can identify redundancies and inefficiencies in the legal service delivery process and develop more effective and efficient workflows. This can reduce costs and improve profitability for the law firm while also providing better value to the client.

1. Better communication

A CVT can improve communication among team members and with the client. By working together, team members can share information, coordinate efforts, and ensure that everyone is on the same page. This can reduce misunderstandings and errors, improve collaboration, and enhance the overall quality of legal services.

1. Competitive advantage

A CVT can provide a competitive advantage for the law firm by demonstrating its commitment to delivering value to clients. By offering a more efficient, effective, and valuable service, the law firm can differentiate itself from competitors and attract new clients.

However, there are also potential drawbacks to creating a CVT. These include:

1. Resistance to change

Some lawyers may resist the idea of working in a team environment, preferring to work independently or within their own practice groups. It may be challenging to convince these lawyers to participate in a CVT and to collaborate effectively with other team members.

1. Cost

Creating a CVT may require significant investment in technology, project management, and other resources. The law firm will need to consider whether the potential benefits of a CVT outweigh the costs.

1. Lack of control

A CVT may require a greater level of trust and delegation of authority to team members. This can be challenging for law firms that are used to maintaining a high level of control over legal service delivery.

Conclusion

In conclusion, a CVT is a cross-functional team of lawyers and other professionals within a law firm that collaborate to deliver legal services to clients in a more efficient, effective, and valuable way. By creating a CVT, law firms can improve client service, increase efficiency, improve communication, and gain a competitive advantage. However, there are also potential drawbacks to creating a CVT, such as resistance to change, cost, and lack of control. Law firms should carefully consider the potential benefits and drawbacks of a CV

Resistance to change is a common challenge in law firms, where lawyers are often trained to focus on precedent, tradition, and stability. However, managing change effectively is crucial for law firms that want to stay competitive, innovate, and grow. In this section, we will discuss proven best practices for managing change within a law firm given typical lawyer traits and behaviors.

1. Communicate the need for change

Lawyers are more likely to embrace change when they understand the need for it. Therefore, law firm leaders should clearly communicate why the change is necessary, what the benefits are, and how it will be implemented. This can help build buy-in and create a sense of urgency around the change.

1. Involve lawyers in the change process

Lawyers are more likely to accept change when they feel like they have a stake in the process. Therefore, law firm leaders should involve lawyers in the change process by soliciting their feedback, ideas, and concerns. This can help create a sense of ownership and empowerment among lawyers and increase their willingness to support the change.

1. Build a coalition of champions

Law firms can overcome resistance to change by building a coalition of champions who can promote the change, address concerns, and help others adopt the new way of working. These champions can be lawyers or other professionals within the law firm who are enthusiastic about the change and can help others see the benefits.

1. Provide training and support

Lawyers are more likely to embrace change when they feel equipped to handle it. Therefore, law firm leaders should provide training and support to help lawyers develop the skills and knowledge needed to succeed in the new environment. This can include training on new technology, processes, and procedures, as well as coaching and mentoring to help lawyers adapt to the change.

1. Celebrate successes and milestones

Lawyers are more likely to embrace change when they see that it is working and making a positive impact. Therefore, law firm leaders should celebrate successes and milestones along the way, such as successful implementations, cost savings, and improved client satisfaction. This can help build momentum and reinforce the benefits of the change.

1. Be patient

Change takes time, and lawyers may need time to adjust to new ways of working. Therefore, law firm leaders should be patient and recognize that the change process may be gradual. It is important to provide ongoing support and encouragement to lawyers as they adapt to the new environment.

In summary, managing change within a law firm can be challenging, but there are proven best practices that can help overcome resistance to change. By communicating the need for change, involving lawyers in the change process, building a coalition of champions, providing training and support, celebrating successes and milestones, and being patient, law firms can successfully manage change and thrive in a rapidly changing legal landscape.

Introduction:

In today's legal landscape, clients demand more value from their legal service providers. In response to this trend, many law firms have started to create Client Value Teams (CVTs) to improve client satisfaction and drive profitability. A CVT is a cross-functional team that brings together lawyers, business professionals, and other experts to collaborate on delivering value to clients. However, implementing a CVT can be challenging, and it requires careful planning and execution. In this guide, we will provide a comprehensive roadmap for law firms that want to create a CVT, with critical steps detailed, to ensure that the change management burden is clearly addressed and the drawbacks are mitigated.

Step 1: Define the purpose and scope of the CVT

The first step in creating a CVT is to define its purpose and scope. This involves identifying the key business metrics that the CVT will be responsible for improving, such as client satisfaction, revenue growth, and profitability. It also involves defining the scope of the CVT, such as the types of clients and matters that it will focus on, and the roles and responsibilities of the team members.

Step 2: Identify the key stakeholders and build a coalition of champions

The success of a CVT depends on the support and buy-in of key stakeholders, including senior partners, practice group leaders, business professionals, and lawyers. Therefore, it is important to identify these stakeholders early on and build a coalition of champions who can help promote the CVT and overcome resistance to change. This coalition should include lawyers and other professionals who are enthusiastic about the CVT and can help others see the benefits.

Step 3: Develop a detailed implementation plan

Once the purpose, scope, and stakeholders of the CVT have been defined, it is time to develop a detailed implementation plan. This plan should include specific timelines, milestones, and deliverables, as well as a communication plan to keep stakeholders informed and engaged. It should also include a plan for training and supporting the CVT members, such as providing them with the necessary tools, technology, and resources to do their job effectively.

Step 4: Implement the CVT and monitor progress

With the implementation plan in place, it is time to launch the CVT and start executing the plan. During this phase, it is important to monitor progress closely, track key metrics, and make adjustments as needed. It is also important to communicate regularly with stakeholders and keep them informed of the CVT's progress and impact.

Step 5: Celebrate successes and address challenges

As the CVT starts to deliver results, it is important to celebrate successes and acknowledge the contributions of the team members. This can help build momentum and reinforce the benefits of the CVT. It is also important to address any challenges or obstacles that arise, such as resistance to change, lack of resources, or competing priorities. These challenges should be addressed promptly and proactively to ensure the success of the CVT.

Drawbacks of implementing a CVT:

While a CVT can bring many benefits to a law firm, it is not without its drawbacks. Some of the common challenges that law firms may face when implementing a CVT include:

• Resistance to change: Lawyers are often resistant to change, and may be hesitant to collaborate with business professionals or adopt new processes and technologies.
• Siloed thinking: Lawyers may be used to working in silos within their practice groups, and may struggle to work collaboratively with colleagues from other practice areas.
• Lack of resources: Creating a CVT requires investment in new technology, tools, and resources, which can be a challenge for some law firms.
• Cultural fit: A CVT may not be a good fit for every law firm, and may require a significant cultural shift to implement successfully.

Mitigating the drawbacks:

To mitigate

the drawbacks of implementing a CVT, it is important to take a proactive approach and address these challenges head-on. Here are some strategies to mitigate the drawbacks:

• Resistance to change: To address resistance to change, it is important to involve lawyers in the design and implementation of the CVT, and to communicate the benefits of the CVT clearly and consistently. It may also be helpful to provide training and support to lawyers to help them adapt to new processes and technologies.
• Siloed thinking: To address siloed thinking, it is important to promote a culture of collaboration and cross-functional teamwork within the law firm. This can be achieved by creating opportunities for lawyers and business professionals to work together on projects, and by recognizing and rewarding collaborative behavior.
• Lack of resources: To address the lack of resources, it is important to secure buy-in and support from senior leaders and partners, and to make a clear business case for the CVT. This can be achieved by demonstrating the potential return on investment of the CVT, and by aligning the CVT's objectives with the law firm's overall strategy.
• Cultural fit: To address cultural fit, it is important to assess the law firm's readiness for a CVT and to identify any cultural barriers that may need to be addressed. This can be achieved by conducting a cultural assessment or survey, and by involving key stakeholders in the design and implementation of the CVT.

Conclusion:

Creating a CVT can be a powerful way for law firms to improve client satisfaction, drive profitability, and stay competitive in today's legal landscape. However, it requires careful planning and execution, as well as a proactive approach to addressing the challenges and drawbacks of implementing a CVT. By following the critical steps outlined in this guide, law firms can successfully create a CVT and reap the benefits that it can bring.