Canadian Lawyer

pioneers of #LegalLean service delivery Kenneth A. Grady is a lean law evangelist for Chicago-based Seyfarth Shaw LLP. He works with lawyers and law departments to help them see where the firm's SeyfarthLean approach, which uses combinations of processes, platforms, and people, can drive superior legal service delivery. LAW FIRMS CAN DRIVE INNOVATION and expand technology use in legal service delivery within existing regulatory schemes. Seyfarth Shaw LLP has pioneered legal service delivery initiatives through the law firm since starting its SeyfarthLean journey in 2005, and through its SeyfarthLean Consulting LLC subsidiary since 2008. By 2005, it had become clear to Seyfarth that clients were interested in legal service delivery models that included more than what law firms traditionally offered. As the SeyfarthLean model evolved, the firm saw three ways in which it could use the model to help clients. First, when retained to provide legal services, the firm could deliver them more efficiently through a lean model. Using lean approaches in three areas — process, platform, and people — Seyfarth could customize its service delivery. Second, there were times when clients wanted assis- tance through lean tools but did not need traditional legal services coupled with those tools. These consulting projects covered a broad range of matters, such as project managing an IPO, assisting with managing and analyzing a law firm convergence initiative, and developing contract process- ing procedures. Third, there were times when clients wanted both legal and consulting services. For example, improving a contract process, and want Seyfarth to handle review for some of the contracts. Initially, everything was offered through the law firm. But, as client demand for the services grew, the firm saw a better model. SeyfarthLean Consulting LLC became the vehicle for consulting services and software licensing. As a wholly owned subsidiary of Seyfarth, SeyfarthLean Con- sulting benefits from the connection to the parent law firm. As a separate legal entity, it can take on projects similar to what an independent con- sulting firm would provide. The separation of businesses provides advan- tages for both the law firm and clients. From the client perspective, there are times when clients want the Sey- farthLean knowledge and experience, but do not want to tackle the chal- lenges of bringing another law firm on board. The separate structure also can assist a client when the hiring person is outside the law department, such as in human resources. Since the client is hiring a consulting firm, not a law firm, the hiring party can go directly to SeyfarthLean Consult- ing rather than through its law department. From the law firm's perspective, having a consulting subsidiary allows the business to oper- ate on a model competitive with other consultants and vendors. Consulting firms operate in an environment with different pricing, risk profiles, conflict of interest parameters, and compensation arrangements. As Seyfarth develops software packages, it makes business sense to license them through the consultancy rather than try to graft a licensing model on to a law firm model. Trying to compete outside the legal services environment with a law firm business model would introduce some unusual constraints. Today, the SeyfarthLean Consulting model continues to evolve as clients become more familiar with what it offers. It has more than 30 client-facing individuals providing services in areas not traditionally found in law firms, including consultants, technologists, project managers, business strategists, data analytics specialists, and process improvement professionals. For each engagement, SeyfarthLean Consulting assembles an interdisciplinary team that approaches the client's problem using diverse domain knowledge and skill sets. To those broad capabilities, it adds an extensive background in customized technology solutions to help clients resolve problems and find ways to FROM THE LAW FIRM'S PERSPECTIVE, HAVING A CONSULTING SUBSIDIARY ALLOWS THE BUSINESS TO OPERATE ON A MODEL COMPETITIVE WITH OTHER CONSULTANTS AND VENDORS. 30 M A Y 2 0 1 5 w w w . C A N A D I A N L a w y e r m a g . c o m

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