Pricing for Profit with Project Management & Process Improvement
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- Dora Heath
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From this document you will learn the answers to the following questions:
What does the Steering committee launch PI / PM initiative?
What is the focus of the practice re - engineering?
What is the process of doing to the process?
Transcription
1 Pricing for Profit with Project Management & Process Improvement Presented by Timothy B. Corcoran FM03 10/2/ :30 AM - 12:00 PM The handouts and presentations attached are copyright and trademark protected and provided for individual use only.
2 Pricing for Profit Using Project Management and Process Improvement to profit from efficiency Timothy B. Corcoran Corcoran Consulting Group,
3 Who am I? Timothy B. Corcoran Principal Corcoran Consulting Group, Over 20 years of expertise in law firm management, marketing, business development and technology, product management and consultative selling Advises law firm leaders in business development, legal project management, process improvement. Also advises legal vendors on product development, market strategy and sales force readiness Former CEO of a NASDAQ-traded legal technology company, senior consultant with Altman Weil; Director of Practice Development for a global law firm; and a senior executive with both LexisNexis and Thomson Reuters Fellow, College of Law Practice Management Fellow, Center for International Legal Studies 2014 President, Legal Marketing Association Author of Corcoran s Business of Law blog Yellow Belt certification, Legal Lean Sigma
4 Law firms and clients may have competing interests
5 Or do they? PM & PI better align our interests é Law firm profits é Client satisfaction é Quality of legal work product
6 What is the state of today s PM & PI market? We have to believe that legal project management, process improvement, and alternative fees are good for the firm, not just a necessary evil, or we can t get started, and we limit our chances for success.
7 What is the state of today s PM & PI market?
8 What is the state of today s PM & PI market? Where do you fit in? Market leaders: We re fine. No changes needed Focus on cost containment: Profits are steady or rising. But we ve slashed overhead, staff, and unproductive partners. Not sure how long we can sustain this. Focus on revenue: Everything is fine as long we can recruit more laterals with book books and make everyone a rainmaker.
9 What is the state of today s PM & PI market? Where do you fit in? Focus on size: We ll be fine if we get bigger. After all, more timekeepers = more revenue. Focus on our navels: We re too busy trying to grow our business to think about any of that right now. Leadership vacuum: We honestly have no idea what to do differently. But we can t tell anyone, or ask for help.
10 What is the state of today s PM & PI market? Where do you fit in? Focus on administrative re-engineering: If we can improve our staff to get more for less and more from less, we ll be fine. Focus on practice re-engineering: Firm leadership isn t on board, but we ve started to make changes within this practice and we re seeing some good results. Focus on enterprise re-engineering: Firm leadership has embraced a comprehensive program of continuous improvement and everyone is, or had better be, on board.
11 How do we get started? Awareness Client Demand Leader Buy-in Strategy Pilot Expansion Awareness: Partners and firm leaders are aware of PI/PM trends, and individual partners may be exploring it, but there is no traction or compelling reason to pursue Client Demand: Increased demand for discounts, AFAs, matter budgets, project plans, RFPs from long-time clients, client defections. There is a clear and growing financial impact of not acting Leader Buy-in: PI/PM as viewed an imperative for maintaining market share and profitability (good) or as a strategic opportunity for market differentiation, client satisfaction, and improved financial performance (better) Strategy: Steering committee launches PI/PM initiative, typically engaging consultants initially, emphasizing client satisfaction and firm financial performance Pilot: One or more pilots help refine the firm s approach and identify champions Expansion: The steering committee establishes a cadence for prioritizing and investing in client-facing and administrative projects over time
12 The usual approaches Pockets of Innovation Organized Chaos Enterprise Initiative Triggered by client demand most often Occasionally triggered by progressive partner Significant financial risk/reward for an individual practice, but rounding error to firm Key personnel attend workshops, read books Valiant attempts to adapt/adopt PM/PI into practice Minimal/no budget allocation & pilot management Triggered by multiple client demands, often across practices Some leadership involvement/buy-in (Clevels) Make vs. buy decision on consultant, internal hire Prioritization challenge: pricing or PM/PI Sporadic, disconnected efforts to adapt/adopt PM/PI into practice Some budget allocation but minimal pilot management Beginnings of ROI No impact to incentives Proactive, based on economic analysis Leadership buy-in (EC and C-levels), often with dedicated Steering Committee Multi-practice approach Make vs. buy: both Pricing vs. PM/PI: both Organized pilots, facilitated to develop roadmap for wider expansion ROI metrics Acknowledged need for compensation review
13 Common Law Firm PI/PM Projects Client-facing Preparing a matter budget Preparing a project plan Negotiating an alternative fee arrangement Conducting an initial client needs assessment Conducting an early case assessment Conducting a client feedback interview Managing electronic discovery Managing document review Preparing a brief/motion Conducting a deposition Conducting due diligence Managing a compliance audit Administrative Time entry Pre-bill processing Matter intake Conflict checking Preparing an RFP response Approving rate discounts Approving alternative fee arrangements Associate training Lateral recruitment Lateral hire on-boarding Managing CLE requirements Firm M&A due diligence Prospect targeting Client teams
14 The Role of a PI/PM Steering Committee Kick off Establish processes Establish metrics Invest in Projects Review Leadership buy-in Identify members Meeting logistics Firm communications Client communications Investment case Resource map Potential projects Review pilot project performance Connect to firm strategic plan KPIs/dashboards Gap analysis of analytics tools Review business cases, outcomes Prioritize Launch and monitor Identify resource and capital investments Participate in project milestones Review project assessments Incorporate learnings Share metrics, successes Pilot Project 1 Pilot Project 2/3 Project A Project B Project C
15 The essential leadership tools of enterprise-wide change NPV ERM TCO
16 Pricing for Profit in isolation
17 Breaking the RULES Why they care Why we care
18 Breaking the RULES Impose New Guidelines Why they care: $1,453 higher cost Why we care: 5% lower profit
19 Breaking the RULES Full Collaboration Why they care: $3,835 lower cost Why we care: 33% higher profit
20 Pricing for Profit as part of an integrated ecosystem
21 Our usual approach to investing Lateral partner big name Has team, will travel to Wash DC $8 million book of business Fully portable Practice will double in 4 years! No wait it ll grow to $15 million in 2 years! High billing rate Need big marketing budget Equity stake Compensation guarantees Act now or miss our chance!
22 Our usual approach to investing All revenue is good revenue.
23 The corporate approach to investment
24
25 The corporate approach to investment Summary P&L
26 The corporate approach to investment Comparative Metrics
27 The corporate approach to investment Pricing
28 The corporate approach to investment Unit Sales Forecasts
29 The corporate approach to investment R&D Costs
30 The corporate approach to investment Sales Costs
31 The corporate approach to investment Channel Revenue
32 The corporate approach to investment Marketing
33 The corporate approach to investment Account Management & Support
34 The corporate approach to investment Summary P&L
35 The new law firm approach to investment
36 Competing opportunities
37 Lateral option Best Case
38 Lateral option Likely Case
39 IP Practice Snapshot
40 IP Practice Multiyear Snapshot
41 IP Practice Forecast
42 IP Practice with Investment
43
44 Pricing for Profit Requires an integrated ecosystem Leaders must learn to say no Rewards must move from individual to firm Success is measured over a longer term In a comparison of alternatives, sometimes doing nothing is the right path
45 Contact Timothy B. Corcoran Principal Corcoran Consulting Group, LLC
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