• Deciding Short Term People Changes Using Quantitative Expertise – We know that some reduction in force may be needed over the next weeks to months.  Quantitative vs. qualitative analysis is required to make good decisions.  Clients report frustration as they do not know how to quantitatively evaluate requirements, staff and skills to make better decisions.  Instead, they are concerned as they need to move quickly.  Most organization are working through this process on their own, with mixed results, as there are always excuses why an individual is needed.  The process is slow, cumbersome and painful.  We have spoken with a few organization that are using outside advisors to complete more analytical and unbiased assessments to help move with more expediency.
  • Applying Legal Project Management to Reduce Costs – Some clients are using their work thus far to push more and better Legal Project Management (LPM) practices.  Few clients have posted significant gains in this arena as they have not focused on LPM as a whole and have focused more in “pricing” or other peripheral areas.  Clients tell us that they need better and more valuable communications with clients.  Some are talking about using this crisis as an opportunity to start training and adoption of these practices.  The legal organizations that we have worked with have told us that their implementations, very quickly, have provided lower costs of delivery, reductions in later write-offs and significantly sped matters.  One corporate legal client told us that they have increased the speed of their matters by a full 50%.
  • Driving Client Communications to Differentiate the Law Firm –  Many clients are sending messages to clients (and key prospects) to let them know of their successes and to educate them on how to best work with the firm and ensure clear contact information.  A few clients have adopted a regular rhythm of communicating status, updates and successes up to twice per week with an aim to communicate weekly thereafter.  LegalShift hypothesizes, that clients may be more easier to reach, than normal, due to cancellation of internal meetings and a general spin-down of daily interruptions..  The dynamics of the typical everyday frenetic pace of work, will slow somewhat, offering more time for clients to read, catch-up, etc.  This is the time for being proactive.
  • Communicate Good News Internally – Most organizations, law firms and law departments have increased their communications.  We are seeing some law departments relying on the corporation for communications to employees, but we recommend that General Counsel and Legal Operations professionals communicate to their legal teams, in masse, at least every other day for the next several weeks.  From there, twice per week is recommended.  Law firms are communicating in different ways with great frequency, on whole.  We recommend that you continue to communicate to your employees on firm updates, client progress, with a focus also on wins and good news.