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Winning New Business with Legal Process Improvement

When a potential client asks why they should do business with your firm, do you struggle for an answer more substantive than, “because we’re really good lawyers?” Clients increasingly want to see the “why” that sets your firm apart — and Legal Process Improvement (LPI) can help provide the answer.

LPI helps you understand, and therefore better market, the detail behind your services. On many occasions for RFPs and marketing presentations, I have provided process diagrams of proposed services that clients can immediately relate to and then use as a benchmark for competitor comparisons. Setting the standard leaves a lasting impression and can significantly improve your chances of winning the business.

The following simple example shows the roles, responsibilities, and sequence of tasks from drafting through signature of a real estate purchase agreement. These process diagrams should be easy to understand, with the boxes representing key tasks and the color coding designating responsibilities. This task and assignment information can then be used to set expectations for responsibilities and delivery of service. Getting everybody on the same page helps eliminate dropped handoffs and missed assignments.

Clients really like these visuals because of the clarity they provide. In addition, with many clients already employing process improvement disciplines, speaking the “language of process” provides a distinct advantage. Your firm, in turn, reaps the benefits from the process improvements that help not only your firm’s bottom line, but also client satisfaction as delivery of services is more consistent and predictable.

 

Roger Ledin

Roger is an executive consultant with over 25 years of experience at Fortune 500 companies as well as at small to medium-size companies. He has an extensive background in developing and implementing strategies and processes at over 30 companies across a wide variety of industries. Roger has worked on strategy and process efforts for Faegre Baker Daniels. Roger’s experience includes corporate and executive roles at IBM, Wells Fargo, and UnitedHealth Group, as well as consulting roles for numerous clients.

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About the Author: Roger is an executive consultant with over 25 years of experience at Fortune 500 companies as well as at small to medium-size companies. He has an extensive background in developing and implementing strategies and processes at over 30 companies across a wide variety of industries. Roger has worked on strategy and process efforts for Faegre Baker Daniels. Roger’s experience includes corporate and executive roles at IBM, Wells Fargo, and UnitedHealth Group, as well as consulting roles for numerous clients.

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