{"id":889,"date":"2019-04-02T10:01:48","date_gmt":"2019-04-02T08:01:48","guid":{"rendered":"https:\/\/lam.unisg.ch\/blog\/?p=889"},"modified":"2019-04-02T15:06:56","modified_gmt":"2019-04-02T13:06:56","slug":"the-art-of-creating-the-ideal-process-model-for-a-law-firm","status":"publish","type":"post","link":"https:\/\/lam.unisg.ch\/blog\/en\/the-art-of-creating-the-ideal-process-model-for-a-law-firm","title":{"rendered":"The art of creating the ideal process model for a law firm"},"content":{"rendered":"

The working processes of a law firm can be roughly divided into the service provision process, on the one hand, and the support processes, on the other hand. The service provision process describes the procedure which is necessary to provide the service owed to the client. In a rough outline, it could look something like this:<\/p>\n

\"Service
Service Provision Process in a Law Firm<\/figcaption><\/figure>\n

The support processes in a law firm are typically the following five:<\/p>\n

\"Support
Support Processes in a Law Firm<\/figcaption><\/figure>\n

In the following step, I would like to combine all these processes in a useful way to ensure that the law firm\u2019s strategy is mapped as well as possible. At the same time, the complexity that results from the diversity of the working processes required for the operation of a law firm should be reduced. Let me explain this with the help of an example. Let\u2019s assume that the law firm has opted for a strategy which focuses on the expertise of the practice groups. The dominant design criterion for the law firm\u2019s process landscape is thus constituted by the services allocated to the practice groups.
\nNow if in the matrix below, the service provision process (dark green) and the support processes (light green) are listed vertically and the practice groups horizontally, this will result in the following process model:<\/p>\n

\"Process
Process Model of a Law Firm<\/figcaption><\/figure>\n

Thus the law firm in our example has decided to mould the subprocesses of \u201cLead generation\u201d, \u201cClearing conflicts of interest\u201d, \u201cAccept mandate\/lead conversion\u201d and \u201cAssign responsibility for mandate\u201d in a central and standard manner for all four practice groups. The same applies to the subprocesses of \u201cKnow-how extraction\u201d and \u201cClose mandate\u201d. However, the subprocesses of \u201cBriefing by client\u201d, \u201cWork on mandate\u201d and \u201cPresentation of results\u201d should be individually configured for each practice group and also be located there. \u201cHR management\u201d and \u201cKnowledge management\u201d are also individually organised for each practice group, while the support processes of \u201cMarketing\u201d, \u201cFinances\u201d and \u201cLogistics\/IT\u201d are again organised centrally and in a standard way.<\/p>\n

If the law firm\u2019s strategy is based on client segmentation as the dominant design criterion for the process model, then the practice groups of the above graph must simply be replaced by the industry or sector groups, and sensible allocations must be found for the individual subprocesses. The same course of action is applicable if the law firm chooses the coverage of various jurisdictions (national organisation) or its distribution channels (stationary business, online business, secondments or client training) as the dominant design criterion.<\/p>\n

Let me quote a second example. Here, the law firm aims at a process model which reflects its territorial presence in various locations.<\/p>\n

\"Example:
Example: Process Model of a Law Firm<\/figcaption><\/figure>\n

How can this process model be read? The law firm leaves the organisation of the entire service provision process to the individual locations. The same applies to the \u201cHR management\u201d process, which should also be designed along individual and decentralised lines. Only \u201cFinances\u201d, \u201cKnowledge management\u201d and \u201cLogistics\/IT\u201d are under central control. The law firm has opted for a compromise for \u201cMarketing\u201d: Zurich and Frankfurt join forces for the purposes of marketing, whereas London and Singapore each have their own marketing department.
\nThe aim must be to combine the processes and to organise them centrally \u2013 wherever this makes sense and is possible. Only where it is crucial should the processes be decentralised and tailored to the individual process users\u2019 specific requirements. In this way, a process model is created which is optimally geared to the law firm\u2019s strategy and the efficiency of the organisation at one and the same time. Let me explain to you in my next blog post how technology can be used for the support of the processes (and ultimately also of the strategy).<\/p>\n

 <\/p>\n

This article is part of the series \u00abLaw firm management\u00bb. Read more here:<\/em><\/p>\n

Business models for law firms \u2013 the curse of complexity<\/a><\/p>\n

Law firm management \u2013 <\/a>What do law firms need a strategy for, and how proficient a swimmer are you?<\/a><\/p>\n

Law firm management \u2013 in the beginning is a vision!\u00a0<\/a><\/p>\n

Strategy is specification!<\/a><\/p>\n

 <\/p>\n\n

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