Post by account_disabled on Mar 11, 2024 0:03:41 GMT -5
Adjustment to budgetary needs. Reduction of external costs and, especially, of costs derived from litigation. Large volume document management. Management of lawsuits-mass. Unification of legal providers. Knowledge management and ability to generate, store and transmit that knowledge. General reduction of times both for the provision of services and for the relationship with departments (especially in terms of contracts, partially corporate tasks and compliance). Needs in the field of "satisfaction and better customer relationship" such as: Data analysis to help improve operations and to obtain information that serves the business. operational excellence. Even with the use of tools Legal Project Management (LPM) Legal excellence and service quality. Better integration in the needs of the client-partner. Improvement of Compliance and general security. Increase of "Business Intelligence". Needs in the field of professionals and their economic satisfaction and their professional career, such as: Improvement of the recruitment and, especially, of the retention of talent, by being able to offer a broader professional career and at the same time a different training and integration into the business. Greater visibility of the department within the company and improvement of explicit motivation.
Improvement of transcendental motivation, by making explicit the function of consulting in the business and in the company's own objectives and achievements.[3] Improvement of the learning curve. Improvement of teamwork. Y, Training in areas that are not strictly legal. But properly addressing all of the above improvement areas –some of which have already become achievements– requires not only definition, identification and design, but also facing the day-to-day, and really putting what is desired into practice, which is really the most difficult. A plan without excellent execution is worth nothing, and proper implementation is the key to achieving those achievements. The implementation journey requires, among others, some of the following measures: identify people Believers and lean on them be a project top-down, that is, from top to bottom, promoted Phone Number List and supported from the top of the company's management. Progress little by little, but with rapid and safer first advances. Being a participatory process, not imposed, and oriented towards the integration into the business of its clients – of which they now see themselves as partners – and taking care of the three areas of management and the three markets; and this by devoting more effort to these areas and committing to strategic innovation and operational innovation, supported by the most appropriate technological –and non-technological– tools.
In this sense, the experiences of the three speakers in the session demonstrate the efforts and great advances that can be made in management in this type of professional firm, and how, by carefully the needs of its partner-client and the challenges and opportunities to those that are faced, and that are not easily observable at first glance –unlike what is evident in external firms– new, non-obvious needs and appropriate innovative solutions are discovered. Innovation – without entering into discussions about the correct definition – is really that, a new way of facing challenges, which must be correctly identified previously, both from the internal or operational dimension, as well as from the business itself and the needs of the company. customer. Thus, it is remarkable how their legal departments are advancing – and helping others to advance – in the three areas of management. The NEXT projects of Carrefour and DARWIN of Iberdrola, as well as the NEW-LAW services of PWC, offer us interesting examples and guidelines for action and implementation that can be very useful for other consultancies, and that serve both to define and identify needs such as risks and details for the implementation of innovative measures and approaches. at the same time with sufficient Darwinian flexibility in everyday situations. Use the right technology. And use it as a support, as a help tool, not as an end in itself. And in this area, start with the company's own tools and, in its caso, involve and “dance” with the technology departments.
Improvement of transcendental motivation, by making explicit the function of consulting in the business and in the company's own objectives and achievements.[3] Improvement of the learning curve. Improvement of teamwork. Y, Training in areas that are not strictly legal. But properly addressing all of the above improvement areas –some of which have already become achievements– requires not only definition, identification and design, but also facing the day-to-day, and really putting what is desired into practice, which is really the most difficult. A plan without excellent execution is worth nothing, and proper implementation is the key to achieving those achievements. The implementation journey requires, among others, some of the following measures: identify people Believers and lean on them be a project top-down, that is, from top to bottom, promoted Phone Number List and supported from the top of the company's management. Progress little by little, but with rapid and safer first advances. Being a participatory process, not imposed, and oriented towards the integration into the business of its clients – of which they now see themselves as partners – and taking care of the three areas of management and the three markets; and this by devoting more effort to these areas and committing to strategic innovation and operational innovation, supported by the most appropriate technological –and non-technological– tools.
In this sense, the experiences of the three speakers in the session demonstrate the efforts and great advances that can be made in management in this type of professional firm, and how, by carefully the needs of its partner-client and the challenges and opportunities to those that are faced, and that are not easily observable at first glance –unlike what is evident in external firms– new, non-obvious needs and appropriate innovative solutions are discovered. Innovation – without entering into discussions about the correct definition – is really that, a new way of facing challenges, which must be correctly identified previously, both from the internal or operational dimension, as well as from the business itself and the needs of the company. customer. Thus, it is remarkable how their legal departments are advancing – and helping others to advance – in the three areas of management. The NEXT projects of Carrefour and DARWIN of Iberdrola, as well as the NEW-LAW services of PWC, offer us interesting examples and guidelines for action and implementation that can be very useful for other consultancies, and that serve both to define and identify needs such as risks and details for the implementation of innovative measures and approaches. at the same time with sufficient Darwinian flexibility in everyday situations. Use the right technology. And use it as a support, as a help tool, not as an end in itself. And in this area, start with the company's own tools and, in its caso, involve and “dance” with the technology departments.