A global law firm with ambitions to transform their back-office operations.
The client sought to: reduce the inconsistency and inefficiency in global service delivery, overcome legacy process and technology issues in order to compete in the increasingly disruptive legal industry and be more agile to change.
For an organisation with limited experience and capability in major programme delivery, this was a major undertaking that required a step-change to the existing ways of working as part of defining a new organisational culture.
As a business-critical initiative, we ran the programme with the support of the senior executives. Starting with the overarching vision, we developed a set of guiding principles the organisation could align itself with, and we designed the future state ‘to-be’ model with supporting implementation. We then established robust governance structures, fostered stronger working relationships with the functional heads, and divided the programme into logical phases to ensure a smooth roll-out.
Our client is currently implementing the new design. Key success stories include:
- the initial rollout to eight European offices in parallel,
- starting to create a new collaborative, firmwide culture,
- better leverage of digital technologies to help the organisation respond to change and prioritise actions, and
- a leaner, more efficient cost base that reduces annual running costs by 20%.