Among the nontraditional stakeholders who bring so much to the delivery of legal services, technology trainers hold a special place in my little lawyer heart.
the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need
I’ve been discussing structured dialogue between law departments and law firms focused on continuous improvement in the use of process and technology to deliver legal services. A point I have yet to make, however, is the importance of nontraditional stakeholders to the success of such initiatives.
By nontraditional stakeholders, I mean anyone other than the
I keep using the term “structured dialogue” to describe an important piece of my Service Delivery Review. I want to dig into what I mean.
I believe law departments, law firms, and individual legal professionals have an ethical obligation to do things Better, Faster, Cheaper wherever possible regardless of the economic incentives. But the
If you follow the automotive industry (I was in-house counsel at a car company), you follow Toyota (usually the top selling automaker in the world). If you study process improvement (I am a Lean Six Sigma Black Belt), you study Toyota (the Toyota Production System is the precursor of Lean). If you are interested in
I’ve been labeled a Legal Rebel, an Innovator, and a “humorless moron.” The last one I understand. But the first two have always struck me as a slightly silly. I feel like what I am best known for—the suggestion that legal professionals should get slightly better at using the machines they’ve
Long-time reader. First-time poster.
Does the following resemble anyone you know? “Far too many people—and especially people with high knowledge in one area—are contemptuous of knowledge in other areas or believe that being ‘bright’ is a substitute for knowing.” Peter Drucker’s biting observation is likely familiar to anyone who has spent time working in the