Posted by Michael
Jennifer Manton refers to the theme of Change at this year’s LMA Annual National Conference and the compelling events facing law firms today as the “Perfect Storm.” Change is something we hear a lot about these days, for better or worse. In a law firm, like any organization, change is inevitable. Sometimes change is unwelcome, thrust upon you unexpectedly -- sudden changes in financial commitment and “belt-tightening”, the loss of a client, the firm asking you to do more with less, or a near collapse of the financial markets and global banking systems. Other times you seek it out, hoping that when you emerge from the process you, or your organization, are better for it (or at the very least not looking frantically for the undo command).
We firmly believe the changes to the current legal environment and firm structure does in fact create the Perfect Storm and will ultimately position well-managed and focused law firms to come out of this time stronger than ever before. However, in order to do so, firms must ride this tide to an end goal of maximizing current resources in a strategic manner, based on clear tactics supported by Firm Strategy.
In legal marketing, one thing is certain. Changing the way a firm develops business in a more strategic manner is Change -- with a capital C. Not developmental change, the sort that every company engages in to some degree in order to remain competitive. I’m talking about real transformational change, the kind that fundamentally alters the day-to-day processes of your business.
If done right, transformational change can produce wonderfully positive results for an organization looking to move beyond simply remaining competitive. The right CRM system, supported by Firm Strategy, implemented with industry-proven best practices in mind, can unlock a veritable treasure chest of new business opportunities for a law firm serious about advancing towards an integrated approach to attracting, attaining and retaining new clients and institutional loyal clients.
Of course, change is almost never easy. Once you have gotten past the hurdle of strategic Firm support and you have made a compelling business case a CRM system is exactly the type of transformational change your organization needs to support the effort . . . NOW WHAT? How do you go about selecting a system that ensures success over the long run and ushers in a new era of change -- the GOOD kind – that brings with it maximized revenue and profitability?
You can start by helping to ensure that the system you select addresses what is fundamentally the most serious roadblock to the success of CRM implementation projects today -- user adoption. Without it the system will fail, along with all hopes and aspirations of directing your organization’s business development processes toward the next level. This incremental approach will be critical to your success (See our discussion on an Incremental Approach to CRM Success…)
The following 5 guidelines present an outline of what to look for when selecting the right CRM system for your firm, one that makes it as easy as possible for ALL users in the firm to become permanently engaged in the process, the most vital prerequisite for CRM success.
1) Customizable for different types of users (by Firm):
a. If you review our client base, we have firms of all sizes and each with a different underlying core reason for CRM, from the basic “blocking and tackling” of list management and data quality to the most strategic use of the application to manage top clients and strategic growth areas.
b. This also extends to configuring the application to be compelling to a broad and diverse user group by practice and user type, answering the proverbial “What about Me” question…
2) System Functionality: Everything you read, hear from your peers and have learned from previous CRM initiative failures is that if a CRM product is not an extension of Outlook as the core User Interface, you will not get buy-in from the users. Believe it, this is the primary reason for our success. We do it better than any other application, because WE ARE OUTLOOK…
3) Data migration & Data Management capabilities: As stated many times in the past, without quality data, the finest application will not be accepted by the users. Without data quality, there will be a lack of confidence and lawyers will reject the system. A fine balance of change reporting and oversight is required. Most importantly, data quality must be driven by the necessity for there to be a single shared source of the truth.
4) Ability to merge with existing workflow: Our competitors have attempted to change the way lawyers and secretaries work with their applications and have failed. For a CRM system to be used and accepted, it must evolve to meet the current work patterns and access/interface the users know and are accustomed to working in. If you take the approach that users will change their behavior and work patterns for the good of the firm, you are sorely mistaken.
5) Future potential for development of the software: Of equal importance is the ability to grow and evolve a CRM applications use without the need to buy additional modules, or develop new functionality. The application must be built on an open and integrated Microsoft product platform in order to future proof the firm’s investment now and well into the future.
Final Words…
Stay the course as you navigate this tumultuous time. Firms that do will come out stronger than ever and clearly distance themselves from their competitors. If we learn from what is going on in the financial markets and other down industries, their investments are in efficiency (technology) and tools to enhance customer satisfaction and effectiveness (CRM and Digital Marketing.) Set a clear strategy, learn from other industries and focus on Revenue Growth. If the task you are doing does not drive the ability to support revenue generation, leave it in your stack of to-do’s…
