Digital White Papers

I L T A W H I T E P A P E R | P R A C T I C E M A N A G E M E N T 14 S T A G E 3 : S O L V E The fun part! Using design thinking tools (e.g. an empathy map and a customer journey) will help when putting together a solution. Work with those stakeholders in your process to gain new perspectives, and to build buy-in for the delivery of your solution. You won't be able to solve everything, use a prioritisation matrix to come up with a short list of solutions that provide the highest benefit, and can be done most easily. The more complex solutions will still be important, put these on a parking lot and you can revisit them periodically, technolo and mindsets can change very quickly! Building your high-level activity and resource plans for the solutions short-listed, will help you to think about the challenges and complexity of delivery your solutions. S T A G E 4 : I M P L E M E N T This stage will take the most time, and it will require you to work with key stakeholders to implement new tools and ways of working. Use your high- level plan from Stage 3 and create a detailed plan which will provide a breakdown of activities to track against. Highlight your risks of embedment by creating a change impact assessment, where you will assess the impact to individuals. And importantly, pilot your solution to work out the kinks before implementation. S T A G E 5 : S U S T A I N It's important to celebrate the success of delivering the project, but the work isn't over yet! It's crucial to manage each project's benefits, to ensure that you realise the value you are seeking. This can be done through tracking and measuring data through systems and visual displays. You won't yet have tackled all the solutions that you initially set out, so continually evaluate these, and understand what can be improved next. Our CI approach sits within an overarching project delivery and governance framework, and is implemented by a selected group of lawyers ('change champions') who will devote a portion of their time to delivering transformational change. The amount of time required by change champions will vary according to the scale and timelines for your projects, but as a suggested baseline could be 10 percent of their working hours. The delivery framework consists of 5 Sprints: Diagnostic, Innovation Workshop, Design, Deliver, and Next Wave. During each sprint, the change champions work with stakeholders within legal and across the business to meet that sprint's required deliverables. At the end of each sprint, the change champions regroup, present their deliverables, and plan the next sprint. Change champions should be refreshed on a periodic basis, to support new ideas and upskilling - over time, all members of your legal team should have participated in at least one transformation project.

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