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Key non-performance indicator: Difference between revisions
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[[Legal value]], as often as not, resides in what you do ''not'' do as what you do. The classic case: which is more valuable — resolving a client dispute by flawlessly managing six months of industrial-grade litigation, going to court and winning hands down, with costs, on all fronts — or the ten-minute call you put into the client when the incident happens to talk it off the ledge, apologise for the misunderstanding, make salutary amends and preserve the ongoing relationship, therefore avoiding any litigation at all? | [[Legal value]], as often as not, resides in what you do ''not'' do as what you do. The classic case: which is more valuable — resolving a client dispute by flawlessly managing six months of industrial-grade litigation, going to court and winning hands down, with costs, on all fronts — or the ten-minute call you put into the client when the incident happens to talk it off the ledge, apologise for the misunderstanding, make salutary amends and preserve the ongoing relationship, therefore avoiding any litigation at all? | ||
Clearly the latter: but then: how to you manage that? | Clearly the latter: but then: how to you manage that? With what [[metric]] could you demonstrate all the trouble your legal department is ''avoiding''? | ||
It may sound lofty, but it is true: legal eagles don’t make widgets. ''[[Operations]]'' makes widgets. Any legal process you can fully [[Operationalisation|operationalise]] — [[Document assembly|contract automation]], for example — ''is no longer a legal process''. [[Legal is not part of the operational stack]]. | |||
Legal handles ''exceptions''. It requires judgment, experience and wisdom. Legal is — okay, okay, ''should be'' — distilled magic. That is why lawyers are expensive. | |||
So here is where the “key non-performance indicator” comes into its own. Since you cannot measure the ineffable wonder a [[legal eagle]] brings to her task, you must instead measure its ''inverse''. Where does her moondust fall on stony ground? When are you flaring off that impish wizardry, rather than harnessing it towards the profitable good order of the firm? What can you do to keep her slate clean: to give her the time and space so she ''can'' work her wristy magic? | |||
KNPIs can help here: they can point your [[Legal operations|legal ops]] team to low-value things they should be minimising or getting rid of. All of these will be [[tedious]];<ref>This is an immutable law of the universe, enshrined in the JC’s [[third law of worker entropy]].</ref> many will be processes mandated in the first place by the legal ops team, so do not expect this to happen any time soon. | |||
== The JC’s suggestions for KNPIs == | == The JC’s suggestions for KNPIs == | ||
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* Number of [[KPI]]s by which a given individual is monitored — a sort of ''meta''-KNPI. | * Number of [[KPI]]s by which a given individual is monitored — a sort of ''meta''-KNPI. | ||
{{sa}} | {{sa}} | ||
*The [[law of inevitable tedium]] | |||
* [[Inhouse counsel]] | *[[Inhouse counsel]] | ||
*[[Key performance indicator]] | *[[Key performance indicator]] | ||
*[[Modernism versus pragmatism]] | *[[Modernism versus pragmatism]] | ||
{{Ref}} | |||