applying key metrics to demonstrate performance, prove value and increase internal influence

CNA EuropeCNA EuropeCNA EuropeCNA Europe

Key Metrics to Demonstrate Value and

Cheryl SweeneyHead of Legal & Product

Development

1

Demonstrate Value and Performance


General characteristics of lawyersGeneral characteristics of lawyersGeneral characteristics of lawyersGeneral characteristics of lawyers

• Objective

• Expert

• Committed

• Intuitive

• Comprehensive

• Accurate

2

• Committed

• Ethical

• Curious

• Rigorous

• Confidential

• Accurate

• Diplomatic

• Credible

• Balanced

• Analytical


General perceptions of lawyersGeneral perceptions of lawyersGeneral perceptions of lawyersGeneral perceptions of lawyers

• Narrow-minded

• Fastidious

• Technical

• Risk Averse

• Literal

• Expensive

3

• Technical

• Dogmatic

• Indecisive

• Slow

• Academic

• Expensive

• Boring

• Impersonal

• Unresponsive

• Argumentative


Qualities that clients want in their lawyersQualities that clients want in their lawyersQualities that clients want in their lawyersQualities that clients want in their lawyerssource: London Evening Standard October 2014source: London Evening Standard October 2014source: London Evening Standard October 2014source: London Evening Standard October 2014

4


Globalisation and a shrinking worldGlobalisation and a shrinking worldGlobalisation and a shrinking worldGlobalisation and a shrinking world

• Economic pressures have accelerated globalisation

• Emerging markets

5

• Emerging markets

• New business products or markets

• Cross-jurisdictional expertise

• Innovation and cross fertilisation

• New risks and opportunities from technology


How businesses are respondingHow businesses are respondingHow businesses are respondingHow businesses are responding

80

90

100

UK

Europe

Asia

6

0

10

20

30

40

50

60

70

Reducing the # of

advisers

Changing advisers Demanding more

standardisation

Taking more w ork in-

house

Risk-sharing more

w ith advisers

Asia

USA


Evolution of the inEvolution of the inEvolution of the inEvolution of the in----house lawyerhouse lawyerhouse lawyerhouse lawyer

Economic pressures = opportunities:Economic pressures = opportunities:Economic pressures = opportunities:Economic pressures = opportunities:

• Enhanced profile for General Counsel in compliance and risk

7

• Enhanced profile for General Counsel in compliance and risk

• Broader remit for in-house counsel, more work in house

• Increased in-house expertise, less reliance on external advisors

• Need for efficiency and use of technology

• Greater need for “trusted advisor”

• Personal relationships are key


How has your role changed?How has your role changed?How has your role changed?How has your role changed?

• Proactive or reactive?

• Integral asset to the business or a necessary drain on

resources?

8

resources?

• Key role in Compliance and Corporate Governance?

• Global co-ordination – providing the link between

jurisdictions and ensuring business continuity

• Innovation


InInInIn----house value proposition:house value proposition:house value proposition:house value proposition:

Deliver relevant, commercial solutions

Relevant = your business and the competitive

9

Relevant = your business and the competitive

environment

Commercial = proportionate, timely, understandable,

achievable, and affordable


Understand your businessUnderstand your businessUnderstand your businessUnderstand your business

• Understand mission, values and culture

• Spend time at the sharp end – “shadow” a team / technical training

10

• Spend time at the sharp end – “shadow” a team / technical training

• Assume responsibility for additional functions

• Volunteer for cross-functional team projects

• Network in the industry

• Attend company wide training and conferences

• Participate in new projects / R&D / product launches

• Research your competitors – “Google Alerts”, newspapers


Align with corporate goalsAlign with corporate goalsAlign with corporate goalsAlign with corporate goals

• Support business plan objectives directly with your team’s

objectives, team structure, skills / experience

11

objectives, team structure, skills / experience

• Clear objectives and roles for legal team members

• Effective prioritisation

• Optimise external resource

• Professional and approachable

• Build trust


Provide commercial solutionsProvide commercial solutionsProvide commercial solutionsProvide commercial solutions

• Explain how, not why not

• Assist in implementation

• Apply judgement not just analysis

• Don’t lose sight of commercial objective

12

• Don’t lose sight of commercial objective

• Assume responsibility and take measured risks

• Keep colleagues informed


Excel in effective communicationExcel in effective communicationExcel in effective communicationExcel in effective communication

• Clear, simple, to the point

• Body language and group dynamics

• Timely

13

• Visible and accessible

• Effective listening

• Reflect your organisation’s culture and tone


Develop a legal team profileDevelop a legal team profileDevelop a legal team profileDevelop a legal team profile

• Company newsletter / intranet

•“Lunch and Learn” informal training sessions

14

•“Lunch and Learn” informal training sessions

• External publications / conferences

• Trade associations

• Corporately sponsored charitable events

• Technical / subject matter expertise


Demonstrate your valueDemonstrate your valueDemonstrate your valueDemonstrate your value

• Seize the initiative

• Devise meaningful KPIs and benchmarks

15

• Devise meaningful KPIs and benchmarks

• Alignment with corporate objectives

• Optimise effectiveness

• Improve prioritisation

• Better resource allocation

• Greater transparency


KPI’s: ExamplesKPI’s: ExamplesKPI’s: ExamplesKPI’s: Examples

How many ?

Time to settle ?Litigation Disputes

Number ?

Category of claim ?Employment Claims

16

Time to settle ?

Financial cost ?

Management involvement ?

Settlement cost ?

Business impact ?

Trend analysis ?

Disputes Category of claim ?

Source ?

Time to manage ?

Cost ?

Outcome ?

Comparative performance ?

Lessons to be learned ?

Trend analysis ?

nt Claims


KPI’s: examplesKPI’s: examplesKPI’s: examplesKPI’s: examples

Size of portfolio ?Intellectual

# prosecutions ?

17

Size of portfolio ?

Time to register ?

Financial cost ?

Relevant jurisdictions ?

Defences?

Infringements ?

Longevity ?

Intellectual property

# prosecutions ?

# warnings ?

Fine ?

Peer comparisons ?

PR damage ?

Reputational risk ?

Regulatory


Qualitative measures of successQualitative measures of successQualitative measures of successQualitative measures of success

• Early involvement of the legal team

– Board sub committees / Co Sec

18

– Board sub committees / Co Sec

– Monthly or quarterly checks with key customers

• Quality of internal relationships and feedback

– Surveys

• Quality of relationships with regulators

• Training delivered


Personal developmentPersonal developmentPersonal developmentPersonal development

• Realistic self assessment

• Devise short, medium and long term goals

19

• Devise short, medium and long term goals

• Take credit

• Be flexible

• Constantly rebuild support and information networks

• Periodically review


Thank you!

20

[email protected]

20 Fenchurch Street

London

EC3M 8BY

applying key metrics to demonstrate performance, prove value and increase internal influence

Law

house value proposition

london evening standard

respondinghow businesses

shrinking worldglobalisation

key role

general counsel

inhouse counsel

inhouse expertise