I'm a big fan of Tom Peters. Not just because
he genuinely interacts with his followers on Twitter, not just
because he's passionate about what he writes about, and not just because he
presents (presentations, books) in some pretty cool ways. I'm a fan because he
has some great ideas.
If you look back to his book
"Re-imagine, business excellence in a disruptive age", which was written nearly
a decade ago, so much of it remains fresh and inspiring (and you should buy a
copy if you've not seen it - it was required reading by my General Counsel when
I was an in-house lawyer!).
But there's one concept, right at
the heart of the book that seems more appropriate than ever in the legal
marketplace right now. Tom describes the principle as "From cost centre to
stardom - the professional service firm (PSF) transformation".
Let me outline some of the detail
behind this principle, and then I'll tell you why I think it's SO relevant
Tom starts by ranting (his words!)
that aiming to improve departmental efficiency and effectiveness is no longer
enough. Heard about effectiveness and efficiency in the context of corporate
law departments recently? It's the opening paragraph of pretty much every
report about General Counsel these days. Hell, I've written about it myself!
He goes on to assert that working 50
hour weeks in a cost centre is not sustainable - rote work will be outsourced
and the core that remains will be the traditional domain of the PSF - the
accumulation and application of creative intellectual capital. With the amount
of publicity the legal process outsourcing business is getting these days, this
shouldn't seem farfetched for General Counsel either.
So what's the solution? Tom breaks
it down into the following four key parts, to which I've added a law department
This is the idea that got me
starting thinking about this topic.
With the Legal Services Act allowing
non-lawyer ownership of law firms, is it conceivable that some in-house teams
might think of converting to a law firm?
At a recent conference for in-house
lawyers, the very progressive GC of a company with a global brand indicated
that he was thinking using this type of framework to provide legal services to
the company franchisees. Another GC joined the debate and floated the idea of
pooling compliance resources with other companies in the industry - sharing the
overhead for work that was mandatory but provided the company with little
This is a time when radical thinking
is possible. Sure, there are undoubtedly regulatory questions to answer, and
professional ethics issues to resolve, but what is clear is that the future can
look very different.
The obvious question is how this
might it affect your legal team? Tom talks about "Exciting [legal] departments
selling their creative services far beyond the company's border".
The more interesting question is how
might it affect law firms? Will they find themselves competing with their
clients? What about collaboration opportunities.
As Tom would say - to improve is not
enough, now is the time to transform.
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