Changing minds - Introduction

It is a truth universally acknowledged that legal functions needing to do more with less must be in want of new approaches (with apologies to Jane Austen). Put broadly, this usually involves (a) identifying the activities or work types that the legal function performs, (b) confirming whether they need to be completed by the legal function and if so, (c) working out how to complete these activities and work types more efficiently, or in a way which generates additional value.

Process design and optimisation, task reallocation, resource management, and yes, even the application of technology, (whether through development, buy, buy and build etc) have their roles to play. But an equally critical (if not the most critical) factor to success in transformation programmes is achieving behavioural change. It is not enough to design slick, waste free processes, enhanced with requirement hitting technology. Stakeholders must also engage with the new ways of doing things. And often, and perhaps very often, it is this last critical factor which causes transformational change projects to stumble.

As well as success stories aplenty, most legal functions will have examples of transformation programmes where design thinking steps have been followed, technology applied, training programmes rolled out and, when it comes to launch, well, life continues much as it did before.

In this series of short articles, I will share my insights on bringing about behavioural change, brought to life through case studies and examples. Like all the best content, it comes with a flow chart, which I’ll drop at the end as a summary. Come on the journey and let me know what you think - I’ll drop the first in the series in a week’s time...