A Survival Guide for Legal Practice Managers

A Survival Guide for Legal Practice Managers

Creativity is the key to adapting and innovating in the changing legal landscape

Tuesday, September 19, 2017

By John Ahern, CEO, InfoTrack

There’s no denying the increase in the push for technology adoption in the workplace (and outside of it) since the turn of the century. Almost two decades in and this push has evolved into a necessity, leaving late adopters at risk of falling behind. According to not-for-profit organisation P21, the key skills of the 21st-century are communication, collaboration, critical thinking and creativity – the 4 C’s. In anticipation of this year’s ALPMA summit, ‘Sailing the 4 C’s’, ALPMA and InfoTrack surveyed over 100 firms in Australia and New Zealand to gain insight into how well Australasian law firms were embracing the key 21st century skills of communication, collaboration, critical thinking and creativity.

According to the research results, lawyers and law firm leaders are better at critical thinking than they are communicating and collaborating, while most are ineffective when it came to finding creative solutions. These results are not surprising, but they indicate that the legal industry as a whole still needs to modernise its mindset.

Creativity is not ‘arts and crafts’; it’s the starting point for innovation and the key to not just surviving but thriving in the new legal landscape. You should be thinking creatively when it comes to the other C’s as well – how can you differentiate yourself when it comes to communication, collaboration and critical thinking? What new things can you bring to your firm as a business to provide a better service to your clients?

The survey results indicate firms are all at different stages of the journey and looking for ways to improve these skills. As an innovative technology company, we live and breathe the 4 C’s and understand how each component impacts your success. Bearing this in mind, I’d like to share with you some tips on how you can further embrace the 4 C’s in your legal practice.

Communication

How do you open communication while maintaining focus and minimising noise?

  • Create an inclusive culture where staff feel safe sharing ideas. When you make an effort to understand your staff, their working style and what motivates them, you create an environment for open communication. At InfoTrack we’ve conducted employee profiling workshops which have helped our employees not only better understand their own working style, but how they can enhance communication with their colleagues.
  • Create clear outlines for afterhours communications to minimise noise. Ensure your employees know when and why to use certain channels. I’ve worked with many firms who have policies around what certain communications mean at certain times. For example, if you send an email afterhours, know that it won’t be read until the next day. If you text afterhours, know that you’re interrupting someone. If you call afterhours, know it will be treated as an emergency. Set these boundaries to avoid entering a never-ending loop that can cause burnout.
  • Set aside specific time for staff to talk to partners. This is a common strategy I’ve come across that is a great way to encourage more efficient and effective communications. I’ve known some principals who set aside specific hours each week to open the floor to questions from anyone, either via conference call, open door policy or simply being available on their phone during their commute to or from work.

Collaboration

As we become more digitally dispersed around the world, the need for effective collaboration increases. Clients are used to doing almost everything online and that includes legal services now. The younger generation of employees at your firm expects collaborative software and online tools.

How do you maximise collaboration in the digital age?

  • Use platforms that enable you to provide your clients with transparent and mobile service. Many firms are beginning to use portals which enable clients to view all documents and searches related to their matter online.
  • Move processes online to allow for document sharing and better integration across your firm. A lot of firms are beginning to implement Office 365 and other platforms that enable online collaboration across teams.

Critical Thinking

As lawyers, you are pros at critical thinking when it comes to legal projects, but you often forget to use that same critical eye when it comes to business decisions.

How can you implement critical thinking from a business perspective?

  • View technology as an enabler and figure out how you can make it work for you. I’ve been travelling across Australia to educate the market on e-Conveyancing and it’s a classic example of scalable technology that firms of any size can adopt. There’s a way for every single firm to make it work for them, it’s just about giving it a try and working with suppliers to find the solutions that fits your firm.
  • Approach new opportunities with solutions not problems. I’ve been in a number of boardrooms with major law firms while they’re deciding if they should invest in new technology. Firms generally fall in one of two camps; they come to the table with 100 reasons why not to implement it, or they come in determined to find a way to take advantage of a new tool and differentiate their business.

Creativity

Of the four key 21st century skills, creativity was the least strongly-valued skill. Effectively adopting creativity in your law firm gives you a competitive advantage in the overcrowded sea of competitors.

How can you foster creativity in your firm?

  • Turn everyone into a thought leader, don’t just rely on partners to lead the way. Empower your employees to suggest process changes, to research new tools, to get their voices out there and to always be looking for ways to improve the business.
  • Differentiate your firm and develop new ways to drive more business. I’ve seen firms who’ve implemented iPads at reception that can show clients their matter and a list of all related documents. Others have created bespoke client portals and others are digitising processes to provide a more modern experience for their clients. When you can provide clients with a quality, modern, streamlined experience, they’ll recommend you to their friends.

In an industry that’s constantly being disrupted, the 4C’s are pivotal to your success because they underpin innovation and allow you to be adapt to the changing market. The survey revealed that many firms are focusing all their efforts internally and failing to rely on partners and suppliers in this journey; remember that you’re not it in alone. Lean on your suppliers and demand more from them. Invest in vendors who are investing in their technology and providing you with new solutions that are innovative, flexible and make your life easier. The right vendors will help you develop the 4C’s.

When you’re looking at new suppliers, thinking about new projects or implementing new processes, make sure you ask yourself:

Is this going to help me differentiate my business?

Is this going to enhance the way I interact with my clients?

Is this going to enable me to innovate?

Is this going to help me problem-solve more effectively?

Editor's Note

research front coverThe ALPMA/InfoTrack 21st Century Thinking at Australasian Law Firms research measures how well Australasian law firms are embracing the key 21st century learning skills of creativity, critical-thinking, communication and collaboration, as defined by the influential P21 organisation. You can download your copy of the results here


About our Guest Blogger

John AhernJohn Ahern is CEO of InfoTrack, proud principal partner of the 2017 ALPMA Summit.

John joined InfoTrack in 2015 as the Chief Technology Officer taking charge for establishing the company’s technical vision and leading on all aspects of InfoTrack’s technology development. John was appointed to the role of Chief Executive Officer in May of 2015 where he is now responsible for maintaining the extensive growth of InfoTrack in the Australian market.

John has over 20 years' experience in the Information Sector, having worked in a number of engineering, sales and executive positions. With a strong technical background, he has vast experience in designing and developing products and has delivered platforms from inception to production.

Are you well-connected? Embracing technology and tips for choosing legal technology for your practice

Tuesday, September 12, 2017

By Karen Lee, Principal of Legal Know-How, Legal Industry Advisor, SAI Global

The future is connectivity

The dictionary definition of connectivity is the state of being connected or interconnected. “The future is moving towards connectivity” is not an understatement. Did you know, by 2026, cars will communicate with each other and share information about road and weather conditions? They will also be connected to infrastructure such as smart highways and traffic lights, so they can propose a change of plan en route based on real-time conditions.

Connectivity and technology

With this in mind, would you consider driving a well-connected car, or would you opt not too? This pretty much is a rhetorical question as it has an obvious answer.

In a recent PwC report on the future of banking in Australia, the leading multinational professional services firm identifies that changing technology is one of six powerful forces that are reshaping the banking industry. Among other things, the report said that banks need to be more deeply connected to customers.

This, indeed, is true. Australians are known for being fast adopters of new technology, and in May 2017, European fintech company TransferWise found 78 per cent of Australians did their banking online. No doubt we have all observed that some banks have revamped the manner in which they offer products as well as services on mobile devices.

“The future is connectivity” spells true not only for the banking industry, but also other industries, including the legal industry.

Connectivity and legal practice management

Is connectivity relevant to legal practice managers? The answer is a definite yes. The Law Society of New South Wales’s 2017 FLIP report noted that “legal services and the legal profession are evolving in the context of increased connectivity.” FLIP is short the Future of Law and Innovation in the Profession. The FLIP report provides recommendations to enable lawyers to adapt to changes that are taking place. It also looks over the horizon in an effort to gauge what might lie ahead. One of the FLIP report’s findings is that connectivity raises new and great opportunities and threats for lawyers.


Undeniably, lawyers who are well-connected to technology enjoy many benefits. Recently, Lawyers Weekly

has a cover story on the “rebooting” of the legal profession. It reported that law firms are incorporating advance technology such as blockchain and e-signatures into their service propositions, and the “big wins” of embracing technology include increased client retention rates, flexibility and employee satisfaction, together with the ability to offer a more effective and efficient way of doing business. As you can see, being well-connected to technology also means you are well-connected to clients and staff. It also enables access to data, information and knowledge. Importantly, as we have highlighted in an earlier ALPMA blog post, the ability to generate useful commercial information (which impacts on the ability to create new knowledge) is at the heart of a law firm’s competitive advantage. Imagine this – you can extract and analyse data which can potentially be converted into insights, then present this knowledge in a format that enables decision makers to act, and you do this better than others in the market. Isn’t this a real competitive advantage?


In terms of threats, the Lawyers Weekly article reported that technology such as robo-lawyers and artificial intelligence are seen by some as taking jobs away from lawyers and damaging the way clients are advised. One can certainly argue that technology may pose a threat to the traditional way lawyers do business, but it is fair to say that technology also is an opportunity for lawyers to do business in a new and different way.

Lawyers cannot not embrace technology

We already know that technology is relevant to the business of law, but did you know that it is also relevant to the ethics of law?

Earlier this year, Dr Eugene Clark argued that lawyers cannot ethically avoid using technology tools. Dr Clark, as Dean and Professor of Law of the Sydney City School of Law, said lawyers must take responsibility for the digital security of client and other information, they must know about encryption and the risks and benefits of cloud computing, and they must be responsible for keeping up to date with technological advances and the issues they raise in relation to the delivery of legal services.


So, you know you must embrace technology. But how do you choose legal technology for your practice? What are the key things you should consider?

Tips for choosing legal software

Some people (such as lawyers) and some organisations (such as law firms) are scared of technology, and this leads to its slow adoption. Often, after a bit of investigation, the real reason for not embracing technology is not a fear of technology, but a fear that technology would not meet their needs. Here are some check points to help you choose a technology solution that will meet your needs:

  • Does your service provider offer a range of generic solutions which you can adopt at any time? For those who feel jumping into a completely new software system seems like a daunting proposition, starting first with a more generic solution could be a quick win and a confidence booster. May be all you need or all you are prepared to invest in for now in is an easy and reliable way to access people and company information. Once you realise that conducting your searches using certain technology will reduce the time spent sourcing and analysing the information by 49%, then trying a data visualisation tool to display people and company information and addresses their associations in an interactive visual workspace will not intimidate. In fact, once you have a taste of what technology can do, it can be exciting to learn how you can further leverage technology to improve efficiency!
  • Does your service provider offer a range of specific solutions which you can tailor to suit your needs? Look out for custom solutions with software integration that offers the specific functionality you need for your practice, be it workflow automation or document management.
  • Is it easy to use? Look out for legal software solutions that do not need expensive hardware or installations. For example, something that everyone can access through their ordinary web browser is highly flexible.

Choosing the right legal technology that meets a law firm’s needs can be a minefield at times. By selecting a service provider who can help you stocktake what you currently have and guide your transition into using more and better technology, you will be off to a good start. 

Editor's Note 


SAI Global are proud to be a Gold Partner of the 2017 ALPMA Summit. To find out more about embracing technology and tips for choosing legal technology for your practice, join Richard Jones, Head of Segment and Strategic Sales, Property Corporate and Justin Cranna, National Key Account Manager at the 2017 ALPMA Summit Partner Connections sessions on Wednesday 13th September at 5pm at the Brisbane Convention and Exhibition Centre. The Partner Connection presentations are free to attend and part of the public opening of the 2017 ALPMA Summit Trade Exhibition, the largest gathering of legal vendors under one roof in the Southern Hemisphere. If you (or your colleagues) would like to attend the free open afternoon from 3.30 to 6.00pm, simply register here. You do not need to be attending Summit to come along.

About our Guest Blogger

Karen LeeKaren Lee is the founder of Legal Know-How and a legal industry advisor for SAI Global for 2.5 years. 

SAI Global Property is a division of SAI Global, which provides organisations with information services and solutions for managing risk, achieving compliance and driving business improvement and operational efficiency. SAI Global Property supports a range of Australian industries with information and data services and business process outsourcing services that enable our customers to operate their businesses more efficiently and with less operational and financial risk.

SAI Global are proud to announce our strategic partnership with Practice Evolve, a full legal and conveyancing practice management software capable of managing all areas of your practice on one platform.

As an ALPMA member, we offer a complimentary discovery session to review your current systems, understand your processes and drive efficiencies throughout your business. Register for your technology check here.






Effective communication, the key differentiator in a competitive marketplace

Tuesday, August 29, 2017

By Rebecca Nunan, Marketing Communications Specialist, LEAP Legal Software


Client communication is one business area which can highlight your practice’s reputation and presence in the legal industry. Both internal and external communication processes factor into how businesses and law firms can successfully share ideas and information, and in doing so can leverage the efficiency of the entire business. 

Client communication rates as the second highest cause of complaints received by the Office of the Legal Services Commissioner for 2015-2016. According to the OLCS, consumer matters complaints have increased by 7 per cent, with family law now making up 17.8 per cent of all complaints lodged. Conveyancing and corporate matters are ranked in the top six areas of law to receive complaints. Document handling is a common grievance for clients and, not surprisingly, the solicitor is the highest ranked practitioner named in the inquiry line. 

With complaints and client misunderstandings rising, it is not surprising that Lawcover’s annual review notes an increase in the number of insured law practices and solicitors and an increase in reported circumstances. Conveyancing matters attributed to the highest number of claim notifications for 2015.

With this in mind, let’s break apart the communication matrix!

Technology


Technology is an integral part of business operations across all law firms regardless of size or area of expertise. Today’s working offices are adapting and scaling up their technology to reflect the changes in the industry, and the demands of changing governmental processes and legislation. It can be hard to keep up while providing an efficient service to your clients – taking into consideration ongoing operational costs. According to PwC’s 2017 Global Digital IQ® Survey, “the human experience is a critical dimension of Digital IQ; to be successful in the digital economy, organisations must create agile, collaborative cultures that…focus adequately on customer and employee experiences”. The results highlight the desire for Australian businesses to improve customer service.

Information sharing is one segment of communication which is crucial to efficient matter management, and unfortunately this area is often the largest contributor to client dissatisfaction. Some causes for failing in clear communication processes are:

  • Large volumes of documentation which is delivered and retrieved from information systems and clients and not organised efficiently
  • Duplicate records for clients or matters which result in errors
  • Inefficient document sharing via email where documents are not secure, not attached, are excessively large, or get delivered to spam folders
  • Previous versions of documents are inadvertently shared.

The result is clients who continually call you to clarify next steps, and how you intend to assist in the process. Before we consider how to improve this situation, let’s delve into the everyday working of a matter.

Process-driven communication


Streamlined processes with supporting IT systems make all the difference to the efficiency of client work. Paperless or paper-light offices are becoming the norm for many law firms and some government departments, and sharing this concept with your clients is an important part of the step.

The first step a lawyer may take is to open an initiation template and draft the accompanying email, and then what follows is a streamlined cadence of emails, documents, telephone calls and invoices.

Online services and automation are revolutionising the way in which law firms operate; from matter management through to customer service surveys and protocols. The amount of data generated by lawyers is growing; consider all the completed forms, file notes, precedents, court rulings, emails and documents.

With the volume of data being collected increasing, failing to engage in process-driven communication can result in costly errors, such as incorrect documents stored, shared or emailed to the client.

Even for law firms who have established systems in place, there can be disharmony in the business when client communication break downs.

Communication and technology in harmony


Law firms can build trust with their clients by partnering with them to provide a superior service in addition to providing legal knowledge and advice. Providing superior service encapsulates a 360-degree viewpoint of client care; from legal knowledge, consultation, obtaining client data, priorities of the matter, exceptions, schedules, filing, outcomes and billing. These access points are crucial to providing superior client service - with technology spaning across these points, lawyers can be in control and be more active in processing a matter, not just responding to roadblocks.

Effective communication and competitive edge in one practice management platform


A centralised system that hosts your matter details and information in one, single location, with precedent automation and the ability to seamlessly save correspondence, is essential. The system should update matter cards immediately and the two-way sharing of data should be accessible from mobile devices. This will in turn enable you and your fee earners to respond to client queries expediently in real time.

In a competitive market where law firms now actively seek out clients, it is essential to be recognised as a leading firm that adopts cutting edge technology. Firms who differentiate by providing exceptional client service through effective communication will benefit from long-standing business relationships and increased profitability.


Editor's Note

2017 ALPMA SummitLEAP Legal Software are proud to be the Digital Partner for the 2017 ALPMA Summit, held from 13-15 September at the Brisbane Convention and Exhibition Centre. This year’s Summit focuses on developing the key 21st century skills of collaboration, communication, critical-thinking and creativity at law firms. Join more than 300 law firm leaders and managers for an action-packed three days of professional development, networking and fun. Register now!

About our Guest Blogger


Rebecca NunanRebecca Nunan is a marketing communications specialist at LEAP Legal Software in Sydney.

Rebecca is a marketing executive with more than seven years’ experience working in the legal industry. Her experience working for local and international law firms has provided insights into best practices for running a successful firm – with a competitive approach to delivering exceptional client service. 






Innovate – learning to fail fast is the key to leveraging disruption in the legal profession

Tuesday, August 15, 2017

By Neil Shewan, Managing Director, Adelphi Digital


As a lawyer, you must get things right – the first time. Fail, and your career can be on the line. De-programming this thinking is critical for modern legal firms to navigate the disruption that is happening in service delivery. Legal firms are being challenged by changing business models, expectations of the millennial legal workforce, changing client service buying habits, and new technologies like block-chain and machine learning.

Innovation is about failing again and again (quickly) until you find a way to make it work. At most legal firms’ failure doesn’t go down very well. Failure is met with poor performance reviews, frowns, grumbles, and sometimes even job loss. Yet this is what we know from many scientific studies that have looked at how to create a culture for innovation: Encouraging risk taking (and therefore being comfortable with failure) is one of the top five most important cultural factors that needs to be present if you want to be a highly innovative organisation.

When I ran a workshop recently with a successful Melbourne legal firm it was critical to remove the fear of failure before their innovation team could hope to start experimenting with change, and learning from the outcomes.

At the workshop I was asked by one of the senior managers how “accountability” fits with the need to take risks. I am not a huge fan of the word accountability as it has negative connotations. I prefer the word “responsibility” - much more empowering. And from an innovation perspective, it is far more responsible to fail quickly and cheaply than to waste hundreds and thousands of dollars and months writing business cases that stack up on paper (have you ever seen one that doesn't?) but go on to produce a mammoth failure.

So, how do you put in place the foundations for innovation?

1. Accept that failure is mandatory if you want to be serious about innovation. No successful innovation in this world got there without having a bunch of failures along the road to success. I suggest you start with the Lean Start-up Methodology. The method is to create quick and low cost prototypes of your ideas that you can quickly learn from. If they fail, you adjust course and roll the learnings into the next iteration of the idea.

2. Get client/user input early. Once you have a prototype for an idea, bring in your clients and talk them through it. Get feedback on what works and what can be improved. Learn from it. Don’t feel like you need a fully featured “thing” at the outset. The first version of your next service/product/process should be just enough to get the idea across (we call it a “Minimal Viable Product” – MVP). The MVP should be low cost to produce, so that you can start over if you need to change direction.

3. Be ready to clear the way for your innovation team. The innovation team in your practice is likely to face a lot of roadblocks from the broader organisation. There will be resistance to change, people feeling threatened about their jobs and those happy to give you 99 reasons why it will fail or to tell you “we have done that before and it didn’t work”. Often businesses create a “skunk-works” where their team has space to experiment and learn, sheltered from legacy thinking within the business.

Editor's Note


Want to know more about how to develop a culture of innovation in your legal practice? Neil is presenting a Pre-Summit Workshop, "Building an Innovation Framework in Law Firms" on Wednesday 13 September at the Brisbane Convention and Exhibition Centre. This highly interactive workshop will help you explore and develop the skills you need to lead innovation in your practice. You do not have to be attending ALPMA Summit 2017 to attend this workshop. The workshop costs $395 for ALPMA members or $495 for eligible non-members. Places for these workshops are strictly limited so register now!  We would also like to welcome our Pre ALPMA Summit Workshop Partner GlobalX.


About our Guest Blogger


Neil ShewanNeil Shewan is the Managing Director of Adelphi Digital’s Melbourne office. Adelphi has won over 80 industry awards in the area of digital business consultancy. Neil is head of user experience globally, working with a broad range of clients to innovate their business. Neil’s twenty years of background in customer and user experience, along with service design thinking – allows him to bring design, technology and business strategy together to create future ready businesses. Current and past clients include Sladen Legal, Victorian Government (Including the Victorian Department of Justice and Regulation), BHP Billiton, General Motors Holden and the Melbourne Cricket Ground. Neil works closely with businesses to identify and implement innovations that will not only help them survive the change around them – but more importantly provide true competitive advantage so they can thrive.




Incentivising the New Normal

Tuesday, July 11, 2017

Costs Cover advert

By Timothy B. Corcoran, Principal, Corcoran Consulting Group, LLC


Businesses that don’t merely endure but thrive over extended time periods tend to attract and foster leaders who establish and maintain tight alignment between business strategy and business execution. Unfocused businesses with unfocused leaders generate sub-optimal financial performance even when things are going well. But when permanent market disruptions occur, a certainty in every market segment, unfocused businesses with unfocused leaders tend to flail until they’re acquired, dissolved, or relegated to a shadow of their former strength. This is a lesson that many law firm leaders have learned.

As law firm leaders valiantly struggle to overcome the consequences of market changes and maintain market share, they face several obstacles: Law firm partners don’t enjoy losing the autonomy to run their practices as they wish; most firms take an undisciplined “whack a mole” approach to driving change, responding primarily to variable client demand; and there are minimal rewards for partners to change behaviour. We won’t address the discipline of change management here, other than to say this: Leaders can’t drive change if they lack a comprehensive understanding of their law firm ecosystem and how each business function connects and interconnects with others. Without a multi-faceted and multi-year master plan, the odds of landing on the appropriate formula are significantly diminished. But let’s assume such a plan exists. Now what?

Follow the Money


If we hope to thrive in the new normal, we need to know how we make money, and how this has changed given the market disruptions. Law firms tend rely on a scant few performance metrics, most of which are focused on production, most of which are wholly internally-focused, and most of which are inefficient proxies for what we really wish to measure: profitability. For our purposes, profitability isn’t a crass or one-sided measurement. It’s a scorecard that reflects how well the law firm has deployed its unique assets to meet a market need in a way that’s mutually beneficial to the buyer and seller. Calculated properly, profits are a measure of long-term client satisfaction, not of “beating” the client in an adversarial game.

So we must understand the building blocks of our business, working ever backward from aggregate results, to the practices and offerings generating those results, to the matter types and activities contained therein, to the efforts necessary to win more of these activities. When we truly understand all that we do, and what we do well, and where we can improve, we can start to identify the critical behaviours necessary to generate greater success.

Acknowledge Different Contributions


Many law firms were built by exceptional lawyers who were as accomplished at generating business as offering legal advice, who were exceptional mentors and coaches, who were as adept with strategy as with operations. This is not most of us.

A successful law firm is comprised of different roles, different skill sets, different contributions. It’s necessary to understand the combination of contributions that generates success. Otherwise we risk the false assumption that “Success is primarily driven by business generation” or its opposite fallacy “We’re successful because we have top practitioners.” Of course these are true, just as a dozen other factors play a critical role. Only by understanding the unique combination of contributions by different lawyers with different skills can we establish a roadmap for replicating our success. However, we must acknowledge a fundamental truth: some contributions are more valuable than others, and this value may differ by practice, by matter type, by business cycle, by client industry, by year. Our objective in identifying critical behaviours is to maximise the contributions of all lawyers, rather than dilute our performance by asking, or allowing, lawyers to pursue that which is not their highest and best use.

Drive and Reward


Law firm partner compensation schemes, whether lockstep or eat-what-you-kill, subjective or formulaic, open or closed, tend to share one overriding flaw: they fail to proactively and clearly define the behaviours expected of partners in order to drive such behaviour. Instead, rewards are issued at year-end, in a process oft-shrouded in mystery, to partners who may not know what specific actions were valued, and how their specific contributions were valued relative to their peers. Changing lawyer behaviours requires leaders to set expectations in advance and to identify the rewards associated with the desired behaviours. Lawyers, generally acknowledged as averse to risk and uncertainty, are more likely to be dissatisfied when the incentive scheme is opaque rather than transparent. Managing expectations in this manner also helps to reduce feelings of inequity, because partners know the rewards associated with various behaviours and those willing to adapt can access different rewards.

There’s an old saying: If your compensation plan and your business strategy aren’t in alignment, then your compensation plan is your business strategy. This isn’t a reflection of selfish partner behaviour. In fact it’s the opposite. Sensible partners trust that their leaders have established an incentive scheme that rewards lawyers for activities that are beneficial to the firm. When leaders expect partners to act against their economic self-interest “for the good of the firm,” this isn’t boorish partner behaviour. This is simply inept management. It’s the leaders’ obligation to create alignment. The goal: What’s good for the partner is what’s good for the partnership. Settling for anything less than that outcome, and what’s good for the partnership might be better leaders.

Editor's Note

2017 ALPMA SummitTim Corcoran is a keynote speaker at the 2017 ALPMA Summit, held from 13-15 September at the Brisbane Convention and Exhibition Centre. His presentation "Incentivising the New Normal: Linking what's good for the partner to what's good for the partnership"  covers the importance of communication and how to embrace a collaborative approach. This year's Summit theme, Sailing the 4C's, focuses on the critical 21st century learning skills of Collaboration, Communication, Critical Thinking and Creativity. Registration is now open for the 2017 ALPMA Summit, and there are great savings for those who register early! Register now!

About our Guest Blogger


Tim Corcoran

Timothy B. Corcoran is a New York-based management consultant with a global client base. A former CEO and corporate executive with several multinational businesses, his specialty is helping law firm and law department leaders adapt and adopt time-tested business practices in order to profit in a time of great change. Tim is past president of the international Legal Marketing Association, a Fellow of the College of Law Practice Management, faculty and affiliated consultant with Legal Lean Sigma Institute, a member of the Association of Legal Administrators, a regular keynote speaker at legal industry conferences, and author of the widely-read Corcoran’s Business of Law blog. He was recognised by LawDragon in its 100 Leading Consultants and Strategists for 2016.


Want to know the one simple thing that might save your firm?

Tuesday, May 23, 2017

By Leticia Mooney, Director, Brutal Pixie



Did you mindfully design service to be a strategic element of your firm? Chances are you didn’t, or haven’t. But designing the service may well make the difference between a firm that survives the ‘lawpocalypse’, and one that doesn’t.

Nobody has the solution to the problems we believe that our businesses are facing. Marketers tell us to do one thing, technologists another, business gurus something else. We seem to be in an age when we have to be doing many things outside of core business, just in order to survive. Some lawyers believe robots will take their jobs, others that robots are the promised land.

So, where in all of this thinking, are the people you are serving?

Somewhere in the middle of all of the things we ought to be doing, we have to deliver services to people. We have to do what we promise and what we’re good at. The challenge for law is to stop looking at its own bellybutton, and start gazing deep into its customers’ eyes. Just being a firm with great lawyers won’t be good enough in the long term.

If your firm is like the vast majority of businesses in Australia, the delivery of your service has been something of a default. Working out where that default has come from can be quite tricky.

Generally, though, the style of service that we put in place in our businesses comes from one of two places:

  1.  Prior examples, in other firms or businesses in which we’ve worked, where things were done a certain way (and seemed to be the way things are done)

  2.  Prior bad examples, of the kinds of things we hated and swore we would do differently.
But beyond this point? Most of our time is spent thinking about what we want to do. We spend our time thinking about the work that we need to complete, about how busy we are, about how much more business we need.

It’s pretty rare that we focus those questions on the people who come to us. We don’t often stop to wonder what they need to do, the work that they need to complete, about how busy they are, and what your service means to them.

Enter, service design.

Service design is the bridge between strategy and customer experience. It happens when you stop and ‘rethink, reimagine, and re-create every stage and aspect of interaction between customers and your company, regardless of what is being sold and whether a transaction actually occurs’.[1]

A consistent business is not consistent by accident, but by design. It requires us to be proactive in every sense. It’s a removal of friction, from the customer end. More importantly, great service is a result of it being woven into the fabric of your business. It’s not something that is at the whim of management, intentions, or even the culture. If you don’t create it, it doesn’t exist.

Law isn’t designed to think this way. Most firms, which are ultimately run by lawyers, have never been introduced to this level of detailed corporate strategy, or this level of product design. Most business models, even in law, learned from manufacturing: Where ‘metrics are based on the quantity and quality of finished goods’[2] rather than the value of your interaction with customers.

That interaction is where the service happens. The quality of that interaction is the point on which the longevity of your firm rests. It’s not in the technology, the way you bill people, or even what kind of niche you target; though, your service design will consider all three. In the 21st century, what will make the difference between your firm and another one will be in how beautifully you’ve designed the service to remove friction from people’s lives.

You won’t instinctively know how to measure that value. In fact, it’s likely that even if you do have a clear corporate strategy for your firm (which many don’t), that you won’t have designed the service within it. Even the most customer-focused enterprises somehow seem to leave the client stuff out of their strategic documents; ultimately, it’s their downfall.

Customer journey maps are the plans and activities of the hour, it seems. But knowing who your customers are, where they come from, and how you capture them is literally just the surface. Delightful service design goes beyond that work and reworks the interactions at every stage, at every touchpoint, on that journey. It also considers service over a client lifetime, and not just ‘how do we bring them in’.

By going right back to the basics of great relationships, and standing in your clients’ shoes, you will be able to truly shift your practice or firm, and position it more strongly in the face of an uncertain future.

[1] The Art of Customer Delight, Strategy+Business, 1 Nov 2016. URL: https://www.strategy-business.com/article/The-Art-of-Customer-Delight?gko=e9da8. 
[2] ibid.

Editor’s Note


2017 ALPMA SummitWant to know more? Leticia is a speaker at the 2017 ALPMA Summit, held from 13 – 15 September at the Brisbane Convention and Exhibition Centre. She will be talking about using creativity, critical thinking, collaboration and communication to rethink how you relate to your clientele.

You can learn more about delightful service design, and how to start reimagining the service of your firm at her upcoming online workshop.



About our Guest Blogger

Leticia MooneyLeticia Mooney is the Director of Brutal Pixie, a company that partners with law firms to improve how they relate to people. Leticia is passionate about making communication human, and believes that it's in our humanity that we'll find our success.










Embedding 21st Century Skills in Your Firm

Tuesday, May 02, 2017

By Ann-Maree David, 2017 ALPMA Summit Chair



By now, we all know that the legal industry is in the midst of unprecedented disruption. Successive ALPMA Summits have focused on all that is new and evolving - modes of working; technology; systems; understanding clients as customers; NewLaw. The focus has been on helping firms understand what is coming.

In 2017, our focus as legal industry leaders needs to go deeper and become reflective, examining how to effect change, to innovate, to participate in and ultimately thrive amidst constant and rapid-fire of a changing legal landscape.

We need to ask ourselves – ‘how well is my firm prepared to weather this storm?’

‘Have we set ourselves on a pathway for success or are we just paying lip service to the idea of change – while continuing on with business as it has always been?'

And we need to accept that this requires fundamental changes to everyone’s mindset, to the firm’s culture and to the very way that it does business.

The ALPMA Summit Committee too has been reflecting on these issues. And to this end, our 2017 program centres on four core 21st century skills:

creativity, communication, collaboration and critical thinking, as defined by the influential P21 organisation.

If you think we’ve swapped the annual Summit for a HR forum on soft skills, think again!

While these are each core interpersonal skills and competencies essential for succeeding in the ‘Gig economy’, they also speak directly to an organisation’s systems and processes, its strategy and value proposition and, most importantly, the management style of every successful organisation’s leadership team.


Let me explain further.

Creativity


In the “old” world of work, professionals built mastery in specific skills – for example, law; finance and accounting; economics. Obviously, those skill sets remain valid and valued. However, when a problem falls outside a specific skill set, creativity and innovation are required to build pragmatic solutions.

Creativity is more than coming up with new ideas; that is merely imagination at play. Creativity requires grunt, a willingness to take risks, and a commercial appetite for investing in ideas to allow them to become reality, perhaps after many iterations. In what has become a truly commoditised world, creativity is what distinguishes one organisation from all the rest.

Creativity is most often seen as a feature of culture. Take a look at some of the innovative giants of our time – Google, Apple, Tesla. Or closer to home, the Big 4 accounting firms and NewLaw firms which are now evolving into our strongest competitors and in some cases led by your former partners or employees. Creative problem solvers are drawn to organisations that promote autonomy and an innovative mindset and encourage and reward thinking and doing things differently.


Creativity also goes to the core of strategy: changing the conservative way of doing business, opening the corporate mind to new drivers and new behaviours to proactively participate in disruption rather than simply be disrupted or, worse still, be left behind as collateral damage. And while often perceived as “freewheeling” and without bounds, creativity should be viewed for what it can generate if resourced appropriately in terms of time, money and training.

Collaboration


Many law firms are still structured to leverage individual skill for the firm’s benefit and to measure and reward solo efforts in terms of productivity, billability and performance. Yet today, collaboration in and between cross-functional teams, workplaces, companies, sectors and countries is the norm.


Thanks to heightened connectivity, there is a very real expectation that individuals may work flexibly and/or virtually. They need to be capable of self-direction but at the same time equipped with strong team-building and participation skills. And while the ability to work together evidences successful work practices and processes, it is the end result of that collaborative effort that affects the bottom line. Collaboration across diverse networks both internally and externally featuring unique expertise and perspectives will give rise to a greater variety of ideas, solutions and innovation than can be generated alone.


Adding clients and even competitors to the collaborative mix is gaining traction in some areas of laws, as firms scramble to retain clients demanding better value and deeper understanding of their business from law firms.

Critical Thinking


Critical thinking is part of a suite of higher-order thinking skills which also includes problem solving. Critical thinking can be described as the systematic process of identifying, analyzing and solving problems. It entails reflection and independent thought rather than reliance on intuition or instinct. It can be distinguished from the traditional experience of learning or accumulating facts or knowledge, the aim of which is simply retention. Critical thinking encompasses making sense of what has been learned and then applying it to new situations.

Critical thinking as a skill is becoming ever more valuable as the rapidly changing and complex world throws up more and more novel situations and problems which cannot be resolved using a traditional mindset. Critical thinking is also essential to cut through the masses of information and data that are so readily available online.

But critical-thinking doesn’t just happen spontaneously! It is a learned skill that needs to be nurtured and encouraged, embedded within the firm DNA. It has to be ok for your most junior staff to question your Managing Partner on why things are done in a particular way – and then supported in creating and implementing a better way.

Ask yourself – ‘when was the last time that this happened at my firm?’

Communication


Oral and written communication sits at the very core of any legal practice. However, in the 21st century, the framework of business and interpersonal communication has fundamentally changed. Once considered effective if there had been a simple transmission of information from one source to another, today communication involves a complex system of synchronous and asynchronous messaging often between a myriad of parties from all over the world, across multiple technology platforms operating 24 x 7, 365 days per year (and not just when your firm is open!) This is an evolving feast – and achieving cut through in this clutter requires new skills and a completely different approach from simply sending out a newsletter once per quarter and banging up a website.

21st Century Leadership


Most importantly, each of the 4C's speak to leadership. Law firm leaders and management teams are having to respond to unprecedented threats and opportunities. They have two choices: assume a defensive posture or adapt and thrive. Modelling traditional leadership qualities such as confidence and courage and optimism – and embracing collaboration, creativity, critical thinking and communication - sends messages which reach far beyond internal stakeholders to influence corporate brand and, ultimately, the market for your services.

Is it time for you firm to embrace 21st Century skills?

Editor’s Note



2017 ALPMA SummitWant to learn how to help your firm embed 21st learning skills into its operational DNA? Then take advantage of early bird savings, and register now for the 2017 ALPMA Summit ‘Sailing the 4’C’s’ to be held from 13 – 15 September at the Brisbane Convention & Exhibition Centre. Check out the website to learn more about the fantastic line-up of speakers, exhibiting at Summit, the social program and much more!

Register now.

About our Guest Blogger



Ann-Maree DavidAnn-Maree David is an Executive Director of The College of Law, the largest provider of practice-focused legal education in Australasia. She has worked in the legal profession for over 30 years, in public and corporate sector roles and in private practice as a solicitor.

Ann-Maree has held a career-long passion for developing and delivering education and training programs to enable all involved in the delivery of legal services to thrive both personally and professionally. She is a longstanding member of ALPMA, and a regular contributor to both the Queensland Branch’s monthly seminar program and the annual ALPMA Summit Program Committee which she chairs.

In addition to leading the College of Law’s Queensland campus, Ann-Maree is President of Australian Women Lawyers and chairs the Queensland Law Society’s Equalising Opportunities in the Law Committee.



Innovative payment technologies and how your business can benefit

Tuesday, April 25, 2017

Compu-stor ad

By Bessie Hassan, Money Expert, finder.com.au


New payment innovations have created a cashless society where customers can now make payments using their wallets or mobile devices. As these modern payment methods become the norm, it’s essential that businesses adapt quickly in order to remain competitive.

Whether it’s contactless payments, mobile wallets, or providing the infrastructure for in-store finance, there are now multiple ways customers can make transactions to suit their needs and it’s up to businesses to make these readily available.

While these payment technologies provide greater convenience for the customer, they also provide businesses with higher conversion rates and rich insights related to customer behaviour. Combined with this, the payment methods also allow businesses to provide a higher level of customer service with greater security.

Here are a few new ways to pay, and how your business can benefit.

1) Higher conversion with interest-free payments & in-store finance


Providing interest-free payments means your customer can make purchases either online or in-store that they pay back interest-free. Both Afterpay and Openpay have partnered with countless retailers, so it’s worth jumping on board if you haven’t already done so.

With in-store finance, you can partner with credit providers or you can offer your own finance in-store. For instance, you can promote credit offers such as CreditLine from Latitude Finance that’s currently available at several retailers.

Having the option of interest-free payments and in-store finance could see your sales volume grow as customers may be more likely to convert. It removes friction of a complicated and lengthy checkout process and providers customers with the resources to complete a transaction.

2) Value-add with ‘tap and go’ mobile payments 

Updating your payment technology to accept contactless and mobile payments is a good way to appeal to customers’ changing spending habits.

This is how it works: for purchases valued under $100, customers can ‘tap and go’ using their debit or credit card, and if they have Apple Pay or Samsung Pay, they can pay using their mobile phone.

There are some features of mobile payment systems that provide you with valuable information, such as WAP billing. Online purchases made through WAP billing can provide richer media to customers such as games and apps, and it can provide additional features including previews and delivery details. Providers such as Bango and Netsize are the most common players in this space.

3) Tailored marketing with digital wallets


As you can access consumer’s credit card information, shipping address, and other payment data, supporting mobile payments will give you greater consumer behaviour insights.

What’s their preferred payment method? How much are they spending, on average? Where do they live? This information can help you target your marketing communications at a higher level which allow for a more efficient allocation of resources.

In the next few years, new payment methods will only become more advanced so it’s important that you’re across new developments in this area. Whether it’s providing in-store finance options through instalment plans or providing the technology to facilitate mobile phone payments, there are many ways you can embrace new payment methods to provide a superior customer experience and reap the financial benefits.

About our Guest Blogger


Bessie HassanBessie Hassan is the Head of PR Australia and Money Expert at finder.com.au - Australia's most visited comparison site - and often features on national radio, TV, and throughout online publications sharing her best money-saving hacks and property advice. Bessie is passionate about helping Australians find better, whatever it is they're looking for.








Marketing for the modern firm

Tuesday, April 18, 2017

Compu-stor advert


By Rafe Berding, Manager of Brand and Communications, GlobalX


Many traditional law firms continue to rest on their laurels and well earned goodwill when it comes to generating new business. However, more than ever firm growth and new client acquisition can be attributed to having a sound digital marketing strategy. Whether you work in a top-tier or boutique firm, these strategies are integral to assist in driving continuous business development and growth.

In saying this, digital strategies are not autonomous in their application, and must be collaboratively combined with traditional marketing elements to achieve true multi-channel marketing communications.

Indeed, the Australian legal landscape is continuing to evolve faster than ever, with innovation in the sector delivering challenges and opportunities at every corner. The emergence of new technology and integration capabilities is presenting disruption as we adopt and change. Technology is also changing the way we offer legal services, creating new forms of competition and changing client expectations on how we do business.

That said, law firms must also stay on top of the latest ways to reach clients and showcase their unique value proposition.

Multi-channel marketing to the modern-day consumer


Both traditional and digital marketing must be implemented as a unified strategy.

Multi-channel marketing and communication establishes a broad presence across a myriad of platforms to reach prospective clientele. With Australians consuming more information than ever across multiple platforms in shorter cycles, it is essential we have targeted and diverse marketing and advertising activities.

5 tips to boost your multi-channel marketing communications


1. Be Present – Have an online presence


If you haven’t already built an online presence for your business, it’s time to start. Having an online presence is critical for your business - no matter how large or small. It is imperative you have a modern website that reflects your brand, it is up-to-date with your services, contact details and overall unique value proposition.

2. Be reached – Invest in Search Engine Optimisation (SEO)


There is no point in having the best website and social media platforms in town when you have no traffic being directed to your brand. To put it in perspective Google processes over 40,000 search queries every second, which translates to over 3.5 billion searches per day and 1.2 trillion searches per year.

Approximately 90% of consumers use search engines to research a product or business. Here is a breakdown of the search engines used.

Australian Search engine usage snapshot:

Google: 94.4%

The rest: 5.6%

To ensure you are ranking on page 1 of Google or any other search engine for that matter you need to invest in Search Engine Optimisation (SEO).

What is SEO?

Search Engine Optimization (SEO) is the process of influencing the visibility of your website in a web search engine's unpaid results — often referred to as "natural," "organic," or "earned" results. In layman's terms this means being higher up the search results listing, preferably at the top of page 1!

Find out more by visiting Google’s free Search Engine Optimisation Starter Guide.

3. Be Social – Implement Social Media


With over 65.8% of the Australian population actively using Facebook each month it is important your business is set up on the social media platforms your clients use.

*Australian Social Media usage:

  1. Facebook – 16,000,000 active users

  2.  Instagram – 5,000,000 active users

  3. LinkedIn – 3,600,000 active users

  4. Twitter – 2,800,000 active users

Setting up social media accounts for your business are free and easy to do.
Learn how you can set up a free Facebook business Page in a matter of minutes, from a mobile device or a computer.

*All figures represent the number of Unique Australian Visitors [UAVs] to that website over the monthly period – unless otherwise stated above. Source – SocialMediaNews.com.au

4. Be consistent with your message - Have a Communication Strategy


Having a web and social presence is one thing, but consistent and palatable content via these platforms is the kicker. A mix of thought and industry leadership, product and service announcements and telling your business story is essential across all platforms.

Planning and measurability of this regular content ensures consistency and that you understand the mix, message and value. Communication is constant through technology. Because of this, information should never be delayed in getting to its intended recipient. Providing consistent and current communication means your clients will stay informed and educated. In return, your business will earn their respect, trust and opportunity to win their business.

5. Be agile with paid promotion – boost your digital presence as required


AdWords
Once you have established your web and social media presence and have your content strategy in place you have the option to boost your visibility with paid promotion or advertising.

AdWords is an advertising service by Google for organisations wanting to display ads based on key words to get to the top of search results on Google. The Adwords program enables you to set a budget, with users only paying when people click on the respective ads.


LinkedIn
LinkedIn offers the ability for you to promote or “sponsor” posts.

These campaigns are on a Pay Per Click (PPC) basis and can be easily targeted or displayed based by several demographics:

  • Location
  • Age
  • Company – by name or category (industry or size)
  • Job Title
  • Education
  • Skills
  • Group – all or a particular group, or exclude
  • Gender

Facebook

Facebook offers businesses “Promoted Posts,” these are an advertising option enabling the promotion of selected posts.

A Promoted Post is like any other regular post made on your Facebook business Page. From there you set a budget on a Pay Per Click (PPC) model. The post will then be shared and promoted to a set number of Facebook members.

Embrace digital tools to your advantage


Australia’s legal services market continues to change with the advent of modern-day technology. Today’s technology is indelibly changing the way we do business - from the services we offer, our pricing structure, all the way to how we communicate and prospect for new business.

Equally, our customers’ behaviour is dramatically changing from the way they appoint us, to the way in which the relationship communicates. By leveraging the latest digital tools and strategies in conjunction with traditional marketing and business development activities you can ensure your business is in the best position to be present, reachable and relevant.


About our Guest Blogger



Rafe BerdingRafe Berding is Manager of Brand and Communications at GlobalX. GlobalX is one of Australia’s leading technology and legal support services companies - developing and supporting workflow software solutions for conveyancers and lawyers including Matter Centre and Open Practice.

GlobalX’s online, software and legal support services are used by thousands of law firms across the nation each day. Rafe is part of a team of 250 dedicated professionals driving technological and industry change to empower the daily productivity of Australia’s leading legal professionals.







Four steps to creating a culture of service excellence

Tuesday, March 28, 2017

By Carl White, Director, CXINLAW


Law firms’ websites all promise client service excellence. Yet their perceptions of client service and how that might manifest at every client touchpoint at their firm is rarely objectively assessed or addressed.

So, how does your law firm look and sound to prospects and clients? Findings revealed by a joint ALPMA/CXINLAW survey, No Second Chances, found that ”78% of firms failed the ‘first impression test’ ie only one in five firms gained an instruction or recommendation from their new enquiries.

Is it any wonder that firms find their enquiry conversion rate languishing below 10%? This low rate highlights that there are serious opportunities for growth slipping away at first contact. Even more concerning, many firms don’t even measure their new enquiry conversion rates, yet continue to spend significant amounts monthly to generate new leads.

ALPMA president Andrew Barnes said “We exist in very competitive times. Law firm differentiators are not easy to identify, let alone leverage. Firms who rely on the personal element of relationships will do well to introduce client experience excellence into their thinking.”

Successful firms treat new enquiries as the start of the relationship and an opportunity to ‘be there’ for someone who has made the time to call them. A good client experience continues through every interaction to build rapport and gain an understanding of your client’s needs. Get it wrong and the result is the unnecessary loss of new opportunities and ‘promotors’ of your firm.

In a world of competing priorities, the commercial imperative to invest in client service excellence can seem elusive. The reality is that for those investing in a strong service culture (as part of their marketing spend, not in addition to) have seen month on month gains in new matters between 20% to 135% with boosts to revenue of between 20% to 35%.

Developing a culture of client service excellence requires a F.I.I.Tness program:

1. Focus



Compare your firm to the world of service providers, not just other law firms. Every one of us has experienced great, mediocre and bad customer service, and so have your clients. Their experience of great service is the benchmark they will hold you to.

Don’t rely on your own view of the firm’s service levels or on end of matter client surveys.

Invest in an objective assessment and evidence of your firm’s client experience before embarking on any change program. This evidence should cover:

  • first impressions (will we work together?);
  • heart of the matter (how are we working together?); as well as
  • end of the matter (will we work together again?)

The assessment should analyse not only your team’s people skills but also look at your processes, systems and documentation. For example, how often is the language used too familiar or too technical.

2. Inspire



Next, share these results with your team in a way that engages and inspires them so that change is driven from within teams rather than from above. Identify leaders of client service excellence and empower them to activate and inspire their colleagues. A well-developed, proven change program will see individual staff members’ be drawn to take on distinct roles in the change program.

These staff become the firm’s champions of client service and potentially, future leaders. A change program that engages the team, rather than be driven from the top, is one that will endure.

3. Innovate



Client service excellence isn’t just about how to greet clients at your reception, nor your fee earners’ tone and manner. It extends to every touchpoint, including correspondence (formal, informal and regulatory) and processes and then assessing if these touchpoints show ease, empathy and effectiveness.

Everyone has a role to play in identifying how to improve your firm’s client service as staff are often very aware of ‘nuisances’ to client interactions. These nuisances can range from how clients ‘find’ the office once in the building to the length of and delays in client correspondence. Staff tend to ‘work around’ these rather than raise ideas for change for any number of reasons eg too busy, prefer not to rock the status quo, is it not their role etc.


Empowering staff to identify areas for improved client service delivers innovation to differentiate your firm as well as productivity improvements to your staff.

4. Train



Client experience excellence requires new skills and smarts, so train your teams to boost and sustain performance. The starting point is often being clear about the clients you want to work with.

Training should be part of a program rather than a one off training session and include team lead templates and documented service standards to improve client interactions. These become part of your new staff induction program.

But don’t let dust settle on these documents. Allow your internal champions to review and revise them in line with changing client expectations and improved insight into client service experience.

Client expectations change over time as do your staff, so to stay F.I.I.T. test your firm’s client service experience annually.



About our Guest Blogger 


Carl WhitePassionate about the impact of Client Experience Excellence in professional services, Carl White entered the legal sector with Ashurst (UK and Europe) in 2002. He co-authored the highly-regarded ‘Customer Experience in Law’ report in 2012 and led the market-leading Australian research in 2015 that examines the Client Experience Advantage for law firms, in association with ALPMA.

In 2015 Carl was invited to become a Faculty Member of the Queensland Law Society tutoring client service. He has also taught and presented at Leo Cussen Centre for Law, New South Wales Law Society, LIV, NZLS, the 2015 ALPMA Summit and regional forums.

In 2017, Carl was elected as Vice President of the Continuing Legal Education Association of Australasia for CPD Professionals.

As a founding director of CXINLAW in the UK and Australasia, Carl has a background in employee engagement, customer experience management, organisational development and training within law and 15 years’ experience in retail operations.

To find out more about client experience training programs or our free monthly webinars on Client Experience Excellence, contact Carl White at carl.white@cxinlaw.com


  Subscribe to receive posts as email

Watch the ALPMA 2017 Summit On Demand, thanks to our Live & On Demand Partner BigHand

Recent Posts


Tags


Archive

Australian Corporate Partners


Principal Summit Partner

Thought Leadership Awards Partner