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LawDepartmentStrategicPlanningMovingfromVisiontoExecu;on
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WelcomeandPanelIntroduc;ons
AaronVanNice
Director,LegalOpera;ons
NikkiRahimzadehLawDepartmentConsul;ng
NancyJessenLawDepartmentConsul;ng
Chris6neJuhaszLegalOpera;onsLeader
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Today’sObjec;ves• Defineandunderstandstrategicplanning• Outlineprocessofcrea;ngastrategicplan• Discusshowtotranslatethestrategicplantoac;ons• Addressrolesandresponsibili;esrelatedtostrategicplanningprocessandexecu;on
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StrategicPlanningToolsIndex• Toolso RolesandResponsibili;esMatrixo StrategicPlanExampleso VisionUnpackingWorkshopTemplateo VisionStatementExampleso StrategicPlanTemplateo CascadingPlanTemplate
*Toolswillbeavailableatacc.com/maturityandwillrequireACCLegalOperaIonsmemberlogin
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WhatisStrategicPlanning?• Defini6ono Anorganiza;on’sprocessofdefiningitsstrategyanddirec;onby
consideringbothinternalandexternalinfluencestoallocateresources.o Incontrasttotac;calplanning,strategicplanningexaminesthebroader
pictureandbeginswiththedesiredendandworksbackwardtothecurrentstatus.
• Outcomeso Commonunderstandingoftheorganiza;on’sdirec;onandchanging
environmento Sharedgoalsandpriori;eso Ac;onsneededtoachieveforwardprogresstowardsgoalso Alloca;onofresourcestosupportac;onsneededo Agreeddefini;onofsuccess
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WhyDoStrategicPlanning?• Alignwithbusinessdirec;onandgoals• Ensureen;reDepartmentismovinginsamedirec;on• Priori;zeandjus;fyinvestmentsinresourcesandtechnology• DemonstratetheLawDepartment’svaluecontribu;onandbusinessimpacttothecompany
• Measuresuccessoftheplanningprocess
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ChiefLegalOfficer/GeneralCounsel
LegalLeadershipTeam LegalOpera6ons DepartmentTeamMembers
• ResponsiblefortheDepartment’sstrategicplanandprocess
• Setsdirec;onforimplementa;on
• Par;cipatesindevelopmentofstrategicplan
• Par;cipatesinimplementa;onthroughcommunica;onsandac;ons
• Par;cipatesindevelopmentofstrategicplan
• Leadsdevelopmentofimplementa;onplan
• Implementsopera;onalaspects
• Providesinputandfeedback
• Par;cipatesinimplementa;onthroughac;onsanddemonstra;onofexpectedbehaviors
Who’sInvolved
StrategyRoadmap• AStrategyRoadmapshouldbedevelopedtotranslatetheLawDepartment’svisiontoastrategicplanandfurtherintoac;ons.o DepartmentLeadershipisresponsibleforclearlyar;cula;ngitspriori;zed
StrategicObjec9ves,thekeyenablerswhichpropeltheDepartmenttowarditsVision.
o LegalOpera;onsisresponsiblefortransla;ngthoseStrategicObjec;vesintoWorkStreams,discretetasksthatfurthertheStrategicObjec9ves,successdefini9onsandPerformanceMetrics,datapointstomeasureprogress.
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DepartmentVision
StrategicObjec;ve#1 StrategicObjec;ve#2 StrategicObjec;ve#3
WorkStream#1
WorkStream#2 WorkStream#3
WorkStream#4
WorkStream#5
WorkStream#6
DepartmentLeadership
LegalOpera6ons
PerformanceMetrics
StrategyRoadmap:Op;onalStep• Somedepartmentsmaychoosetoincludeanextrastep:definingsuccess.o DepartmentLeadershipmayberesponsiblefordevelopinganagreeddefini9onofsuccessthatinformsthescopeoftheWorkStreamsanddevelopmentofPerformanceMetricstomeasureimprovementsorchanges.
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DepartmentVision
StrategicObjec;ve#1 StrategicObjec;ve#2 StrategicObjec;ve#3
WorkStream#1
WorkStream#2 WorkStream#3
WorkStream#4
WorkStream#5
WorkStream#6
DepartmentLeadership
LegalOpera6ons
PerformanceMetrics
Defini;onofSuccess#1 Defini;onofSuccess#2 Defini;onofSuccess#3
EXAMPLE:StrategyRoadmap
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1. Conducttechnologyassessmentanddevelopthree-yearroadmap
2. Reviewpoten;alforoutsourcingwork3. Reduceoutsidecounselspendby5%usingcase
andspendmanagementtools
1. Revieworganiza;onalstructuretoconfirmalignmentwithbusinessneeds
2. Designalignmentprocesstoensureunderstandingofclient’sspecificobjec;ves/priori;es
3. EstablishContractsCenterofExcellence(COE)tomaximizeefficiencyincontrac;ngprocess
1. Reviewandrefineprocessesforexternalandinternalinves;ga;ons.
2. Developclienttrainingprogramforemergingrisks3. DevelopRiskHeatMaptoinformalloca;onof
resources
3.DRIVEOPERATIONALEXCELLENCEIncreaseefficienciesandimproveeffec;venessinhowLegalsupportsourclientsand/oroperatesasaDepartment
1.SUPPORTCOMPANYSTRATEGYProvide;melyandproac;veadvicetobusinessstakeholderstoenabletheCompanytoachieveitsstrategicobjec;vesandcon;nuegrowth.
2.MANAGERISKTHROUGHINNOVATIVESOLUTIONSIden;fyopportuni;esandimplementsolu;onsthatproac;velybalanceandminimizeriskstotheCompanywhileachievingbusinessobjec;ves
StrategicObjec;vesDriveaccomplishmentofCompany’sstrategythroughsolu6ons-orientedservicesandabusinessmindset.
Vision
PerformanceMetrics1. ClientSurveyResults:CostManagementscores2. Currentspendv.prioryearspend3. Avg.costperbillablehour4. Useofpreferredfirms
1. ClientSurveyResults:StrategicDirec;onscores2. ClientSurveyResults:SpeedofBusinessscores3. Consistentanddocumenteduseacrossprac;ce
areasofbusinessalignmentprocess4. Contractlifecycle;me
1. ClientSurveyResults:RiskManagementscores2. Resolu;onsachievedinexternalinves;ga;ons3. Internalinves;ga;onlifecycle;me4. Clienttrainingsconducted5. Resourcealloca;onchanges
1. ImprovedCostManagementscores2. 5%reduc;oninoverallspend3. Noincreaseinavg.costperbillablehour4. 85%ofworktopreferredfirms
1. ImprovedStrategicDirec;onscores2. ImprovedSpeedofBusinessscores3. Shortenedcontractlifecycle
1. ImprovedRiskManagementscores2. Shorterinternalinves;ga;onlifecycle3. Monthlyclienttrainings4. Reduc;onininves;ga;ons,externalandinternal
Defini;onofSuccess
WorkStreams
Crea;ngaStrategicPlan
Components• Vision• StrategicObjec;ves• WorkStreams• PerformanceMetrics
Process*A. GatherInputsB. SetBaselineC. UnpacktheVision
• StrategicObjec;vesD. TranslateVisiontoAc;on
• Tac;calWorkStreams• PerformanceMetrics
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*Planningprocessmaybedictatedorinformedbycorporateplanningprocess
GatherInputsandB.SetBaseline• Inputso LawDepartmentinforma;on,e.g.,headcount,financials,technologyinventory
o Corporateinforma;on,e.g.,companystrategy,goalsandobjec;ves,financials
o Informa;onfrombusinesspartnersregardingchangesandgoals
• Baselineo Understandthebusinessanditsgoals
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C.UnpacktheVision
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Steps1. Understandkeycomponentsof
vision2. Dragsuppor;ngstatementsfor
eachcomponent
3. Definebehaviors4. Iden;fygaps
5. Defineimplementa;onac;ons
Outcomes• Alignmentwithcompany3-5yeardirec;on
• Long-rangeplanning• Resourceperspec;ves–people,technology,vendors
• Investmentsneeded
ToensuretheLawDepartment’svaluecontribu;on,theLawDepartment’sVisionshouldbegroundedinsuppor;ngtheorganiza;on’sstrategicgoalsforthenext3–5years.TheDepartment’scurrentvisionstatementmayneedtoberevisedtoreflectthego-forwardvision.
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C1.Understandkeycomponentsofvisionstatementthatwilldriveyourservicedelivery
Key Components – “drive accomplishment” – “Company’s strategy” – “solutions-oriented services” – “business mindset”
DriveaccomplishmentofCompany’sstrategythroughsolu;ons-orientedservicesandabusinessmindset.
EXAMPLE:KeyComponents
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C2.Understandunderlyingmeaningofeachcomponentanddragsuppor;ngstatementsthatreflectyourcompany’suniquestrategyandopera;ons
“solutions-oriented services” – Deep understanding of the industry and Company’s business,
including history, lessons learned and trends – Translate current and emerging risks into recommendations and
solutions that sensibly manage and grow the business – Encourage client self-sufficiency through simplified legal
processes, forms and training
DriveaccomplishmentofCompany’sstrategythroughsolu;ons-orientedservicesandabusinessmindset.
EXAMPLE:UnderlyingSuppor6ngStatements
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C3.Defineanddocumentbehaviorsneededtosupportthevisionstatementforteammembersandleadership
Team Members
– Embrace role as problem solvers
– Be a learning organization that requires team members to expand their knowledge sets and embraces continual improvement
– Utilize and rely upon Corporate and Law Department systems/processes as a recognized obligation
– Ensure the right resource is doing the right work
– Maintain accountability when engaging outside counsel
– …
Leadership – Model behavior, integrity and ethics for
the Law Department and Company – Balance priorities of service delivery,
proactive business engagement and people management
– Champion change and inspire others to adopt new ways of thinking Discuss risk tolerance and encourage appropriate risk taking in solutions
– Embrace and promote effective technology use, process improvement and cost management
– …
EXAMPLE:Suppor6ngBehaviors
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C4.Assessgapbetweencurrentstateandaspira;onalvisionforbothLeadershipandDepartment
Successful implementation of the vision should be judged based upon how the current and future gap has been addressed.
VisionInput CurrentState FutureState
BusinessNeeds&Direc6on
Leadership:5Department:4
87
LegalValueContribu6on 5 8
ClientExperience Leadership:7Department:6
99
DepartmentBehaviors 4 7
LeadershipRole 5 8
EXAMPLE:GapAssessment
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“SimplicityistheulImatesophisIcaIon”-LeonardoDaVinci
• Iden;fygapsbetweenstrategicgoalsandcurrentcondi;on
• Brainstorminginteams• Sortandpriori;ze• Testandmeasure
D2.TranslateObjec;vestoTac;cs
Supportcompanystrategy
Manageriskthroughinnova;vesolu;ons
Driveopera;onalexcellence
Improveturnaround;meforadvice P
Ensurequalityofadvice P
Improveinves;ga;onsprocess
P
Improveclienttrainingprogram P P P
Reduceoutsidecounselspend P
SampleDept.StrategicPriori9es
SampleLawDep
t.Objec9v
es
Reduceoutsidecounselspend
Every$tracked
Firms“offtheclock”
Updatesystemtoenforcebillingguidelines
Engagealterna;veserviceproviderforcontracts
SampleLaw.Dept.Objec9ves
SampleLawOps.O
bjec9v
es
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“HoweverbeauIfulthestrategy,youshouldoccasionallylookattheresults”-SirWinstonChurchill
• Establishkeyperformancemetricsthatwillprovidethemeansfortrackingprogresstowardsgoals
• Implementtac9csthatwillbestachievethegoalslaidoutbytopmanagement
• Communicateprocessup,downandthroughouttheteam(likeacentralnervoussystem)toensurethetac;csaredrivingappropriateresults
• LegalOpsplaysacri;calroleincrea9ng,suppor9ngandcommunica9ngprogressfortheorganiza;on
– Createadashboardtobeusedtocommunicateprogressandresults
Source:LeanMadeEasybyVorne-hops://www.leanproduc;on.com/hoshin-kanri.html
D4.DevelopPerformanceMetrics
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AnorganizaIon’sabilitytolearn,andtranslatethatlearningintoacIonrapidly,istheulImatecompeIIveadvantage”-JackWelch
Effec;veStrategyDeploymentwillcreateasharedvision• Peopleperformbestwhentheyhaveapurpose.When
theyunderstandnotjustwhattodo–butwhyit’simportant.
• Strategydeploymenthelpstocreatepurpose:providingfocusanddrivetowardsspecificandimportantgoals.
• Driveownershipthroughengagement.• Engageasmanyteammembersaspossibleinthe
process,givingthemanopportunitytounderstandwhythestrategicgoalsareimportantandhowthetac9csandopera9onaldetailssupportthosegoals.
Source:LeanMadeEasybyVorne-hops://www.leanproduc;on.com/hoshin-kanri.html
D5-7:BuildBuy-inandOwnership
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Ques;onsandAnswers
