In 2014, the Law Firm underwent a reorganization, with the lead partner taking over 100% the business. As a consequence of the reorganization, a restructuring of the firm business was needed, encompassing all facets, including: Leadership/Management, Human Resources Management, Case Management, Information Technology and Infrastructure, Website Redevelopment, Operations, Branding, Marketing and Business Development. The requirements for each facet were carefully described in what was called, “Transformational Business Plan 2014.”
Prior to 2014, the firm operated as a traditional personal injury law firm, litigating cases primarily in the automobile negligence, slip & fall, and medical malpractice gendre. The shift in focus under the New Management envisioned attracting complex, high-profile and high-value cases across multiple fields and industries. Many of the reorganization facets were inter-related and contingent on each other for successful completion, requiring an approach that was performed in parallel.
Problems and Issues Identified Internally
Organizational Structure – The firm was originally composed of a two-person partnership, which operated essentially as two co-existing (but not unified) firms. There was no uniformity or structure to case management, which resulted in disparate, silos of information as the firm grew in both size and longevity. Under the new management, all personnel would operate consistent with very specific policies and procedures, conforming to structure and uniformity designed to allow transparency and increase work productivity and efficiency.
For example, the day-to-day management of case files, calendars and communications was haphazard and without structure or uniformity. Additionally, as a consequence of not staying up-to-date with technology, the firm’s resources were under-utilized contributing to significant waste and costs. A top priority was to research, identify and implement a powerful case management solution, designed to raise the efficiency and productivity of the support staff, and in turn, relieve the attorneys from the tasks associated with micromanagement of their cases.
Goals and Objectives – The overriding objective in redesigning the internal processes of the firm was to transform the Law Firm into a finely-tuned, operational, profitable business. With the proper mechanisms and tools in place, the firm business should run behind the scenes so that the attorneys could focus on the business of practicing law. Over the course of twelve months, the firm participated in a change leadership/executive management program, redirecting and redefining the roles and responsibilities of attorneys, paralegals and other support staff. This transformation required adherence to strict policies, protocols, and procedures with respect to case management, document management, and communications. The end result brought Law Firm into a paper-less environment, which was demonstrated to be more cost-effective, efficient and productive. This translated into the Law Firm’s measurable and quantifiable increase in profitability.
Legal Practice Management Approach
Establishment of Policies, Protocols and Guidelines for Case and Workflow Managemen
Creating Best Practices
Case Management Reporting
Return on Investment Analysis