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{{a| | {{a|mgmt|{{image|Barncacle|jpg|[[For the avoidance of doubt]] this picture contains, [[without limitation]], [[one or more]], [[as the case may be]], [[barnacle]]s.}} | ||
}}The dilemma for professional services providers is how to show your positive contribution without actively ''destroying'' value.<ref>other than the value destruction that inevitably follows from your engagement in the first place — your professional fees, that is.</ref> | }}The dilemma for professional services providers is how to show your positive contribution without actively ''destroying'' value.<ref>other than the value destruction that inevitably follows from your engagement in the first place — your professional fees, that is.</ref> | ||
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===Measuring legal value=== | ===Measuring legal value=== | ||
All this presents quite the predicament to those lawyers whose output and productivity cannot be measured in [[time and attendance|billable hours]]. That is, in-house legal eagles. | All this presents quite the predicament to those lawyers whose output and productivity cannot be measured in [[time and attendance|billable hours]]. That is, [[inhouse legal|''in-house'' legal eagles]]. | ||
For those in private practice, it does not matter ''how'' counterproductive, petulant or lily-gilding is their behaviour ''as long as it brings in fees''. Fees one can measure. Fees one can bank. | For those in [[private practice]], it does not matter ''how'' counterproductive, petulant or lily-gilding is their behaviour ''as long as it brings in fees''. | ||
Fees, one can measure. Fees, one can ''bank''. | |||
[[Inhouse lawyer]]s collect no fees. | |||
Legal practice management consultants may help law firms by running [[algorithm]]s comparing inputs to outputs and devise metrics predicting the ''optimal amount'' of literary lollygagging to maximise fee returns but an [[inhouse lawyer]]’s putative — granted, quixotic — quest is not to produce “legal work product”, nor even “timely, excellent, and great value-for money legal work product”, but to ''avoid'' generating [[attorney work product|legal work product]] wherever possible. In-house legal departments exist to ''throttle'' legal expense. | |||
You can't measure this with [[metric]]s. Unavoidable legal processes — customer contract negotiations — can certainly be streamlined, widgetised, productionised, but once that is done, they become an operational function, not a legal one, and legal’s contribution to their 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. Unavoidable legal processes — customer contract negotiations — can certainly be streamlined, widgetised, productionised, but once that is done, they become an operational function, not a legal one, and legal’s contribution to their ongoing success, again can only be measured in silhouette: how ''infrequently'' legal is obliged thereafter to get involved. |