AlternativelyLegal provides 'traditional' strategic and operational consulting but also offers completely new insights and ideas on how to change to be more effective not just more efficient, in areas such as:
- New Foundations
- Mission. Typically mission statements focus on legal risk even though the role and purpose of in-house lawyers has evolved beyond that. It is critical to re-evaluate and re-define your Mission statement to get everyone on the same page.
- Vision. Arguably the most critical component of change is to have a picture of what the future looks like for the department and for each person working in it. 'Being the best legal department in the world' doesn't cut it! Vision statements must be very clear and specific and need to be aspirational, inspirational and directional.
- Strategic Planning. Most departments understand the importance of developing a strategic plan together with associated initiatives and goals. Whilst these need to align with the organisation's priorities they also need to progress the team towards your department Vision.
- Innovation is a priority for most organisations and legal and compliance departments are also expected to embrace innovation
- Making a few changes is not innovation especially if the result is primarily increased efficiency rather than enhanced effectiveness
- If you are serious about innovation, you need a specific innovation plan that aligns with your Vision and that delivers measurable added value from the perspective of those you work for and with.
- The hype associated with, and constant change in, technology is overwhelming for most in-house legal and compliance team
- Most of those qualified to help you are associated with a provider of technology and/or legal services
- AlternativelyLegal can provide independent guidance in areas such as:
- Needs Assessment. It is critical, prior to any technology adoption, to conduct a needs assessment. This assessment should cover not just your needs in the department but also the relevant needs of your business and functional colleagues. Often the optimal solution is not new technology but rather process improvement or leveraging existing technologies already used in your organisation
- Technology Plan/Roadmap. To the extent that technology is needed, it is important to develop a Technology Plan and Roadmap that charts the acquisition/development/rollout of technologies in a phased manner that maximises the prospects of success within budget constraints.
- Vendor selection - there is an ever-increasing range of entities (including traditional firms, New Law providers and LegalTech companies) offering an ever-increasing range of software products - sometimes for free! Choosing a technology vendor is not like selecting a legal services provider - there are a range of different considerations, overseas options should be considered and the consequences of getting it wrong are far more significant for your department and your organisation.
- Technology adoption/implementation - the vast majority of technology initiatives fail because insufficient consideration has been given to integration and/or organisational change management issues. It is critical to fully consider these issues in the planning stage and then to monitor these in the implementation stage.
The above consulting services can be provided discreetly to the General Counsel/ Chief Legal Officer or more overtly to the department's leadership team or working with the department as a whole.