Legal value: Difference between revisions
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You can’t measure this with [[metric]]s of [[key performance indicators]]. Unavoidable legal process — things like customer [[contract negotiation]] — can certainly be streamlined, widgetised, productionised, but once that is done, it becomes an operational function, not a legal one, and [[legal]]’s contribution to its ongoing success, again can only be measured in ''silhouette'': how ''infrequently'' legal is obliged thereafter to get involved. | You can’t measure this with [[metric]]s of [[key performance indicators]]. Unavoidable legal process — things like customer [[contract negotiation]] — can certainly be streamlined, widgetised, productionised, but once that is done, it becomes an operational function, not a legal one, and [[legal]]’s contribution to its ongoing success, again can only be measured in ''silhouette'': how ''infrequently'' legal is obliged thereafter to get involved. | ||
Hence, the best way of measuring inhouse legal value is also by its silhouette: just as a business cannot count the ways that its [[inhouse lawyer]]s sprinkle their | Hence, the best way of measuring inhouse legal value is also by its silhouette: just as a business cannot count the ways that its [[inhouse lawyer]]s sprinkle their magic on its forward health and viability, it certainly ''can'' count the ways they is prevented from doing so by quotidian distractions: the time they spend box-ticking, form-filling, meeting-attending and re-advising the business on things it is, fundamentally, the business’s job to know already. | ||
These “[[key non-performance indicator|key ''non''-performance indicators]]” could easily be counted and presented to the [[Opco]] on an attractive [[slide]], replete with [[RAG status]]es, with downward-sloping graphs charting legal’s ascent to untrammelled, crystalline excellence in the weekly stakeholder check in conference call. | |||
But ''are'' they, in any organisation on the planet? | But ''are'' they, in any organisation on the planet? |