Peer to Peer Magazine

P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | S U M M E R 2 0 1 9 23 Managing rooms, catering, AV, invitees, and staff is complicated. Making even one simple mistake results in double booked rooms, insufficient tech- nology, the wrong meal, and a lost deal. You need to nail it. You need to show the client right up front that your team can deliver with preci- sion on even the smallest detail. Your team has to get it right, every time. Because that's what the customer expects. We know your business depends on getting it right. We give your team one tool to make it perfect. With Rendezvous Workspace, we give you one simple tool that handles every element of that meeting. From room booking to catering, AV to invites and signage updates Rendezvous Work- space makes it perfect, so you can hit your goals. Our software is drag-and-drop simple for close-the-deal perfection. MAKE YOUR MEETING PERFECT. (602) 412-3602 info@myrendezvous.net myrendezvous.net availability, and extenuating circumstances can obviate frustration with a rigid and inflexible workflow. Toward a Stronger, More Centralized Role Centralizing the core administrative functions of conflicts evaluation and intake management can significantly reduce risks by providing a level of consistency across the law firm. Rather than relying on individual lawyers to try to assess potential conflicts and/or emailing a large group of lawyers for their input on a lengthy list of search results with little or no prioritization, a well-considered business acceptance program can also maximize efficiency by automating workflows and presenting lawyers with reports that clearly highlight the key issues that require their attention. The transition to a centralized conflicts management model doesn't happen automatically when you implement a new system. It requires buy-in and support from firm leaders, as well as a reevaluation of how a more centralized intake and conflicts function should be staffed. It also requires the flexibility to adapt policies, procedures and systems quickly in the future if needed. Rethinking the firm's approach to risk management can help to support the transition to a more centralized model and realize additional value. Documenting conflicts guidelines for lawyers and conflicts staff can complement the firm's change management and training programs "on the ground." Bringing the risk organization closer to the business development team by integrating the intake and conflicts systems with the firm's CRM data can help to leverage insights from risk management much earlier in the client matter lifecycle. The biggest cultural shift for many firms may be the notion that risk and conflicts teams should be more client-facing. Establishing more direct relationships and connections between the firm's operations teams and their counterparts on the client side can streamline business acceptance. And at a more senior level, elevating the role of the Office of the General Counsel and involving risk leaders in more client-facing interactions — particularly when negotiating terms such as outside counsel guidelines — can help the firm to reap significant business benefits from a more centralized risk and conflicts function armed with insight. ILTA

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