P2P

53 I L T A N E T . O R G and early teens is essential. They were able to adapt to the Global Financial Crises because they had incorporated an ethos of change in their firm's culture. By placing careful and considerable emphasis on streamlining the change journey, firms were able to adjust, adapt and prosper in the face of dire economic circumstance. We've seen the same thing these past 18-months. Remaining Agile, Becoming Resilient Affecting change is not about outsourcing it; rather it's about co-managing it with trusted partners. We should consider three groups of trusted partners essential to this streamlining journey: colleagues, clients and outside providers: 1. Creating a culture of change begins with colleagues. Hiring and training with the expectation that change is inevitable and indeed welcome, makes jettisoning outdated or inefficient processes easier and even expected. 2. Understanding and actively listening to client needs and challenges feeds our ability to change and makes us more efficient in our response. Clients begin to rely on us for our ability to adapt our efforts to solve their problems. 3. An honest analysis of and thorough rightskilling of back office operations with best-in-class managed service providers can provide significant cost efficiencies and the ability to scale without huge capital outlays. The "streamlining journey" is crucial because it lowers risk, improves relationships, makes firms more responsive, increases knowledge of client issues and, importantly, boosts revenue. Onward, Together While the novel coronavirus pandemic has exacerbated many societal and economic woes, it has also had, in great measure, the opposite effect. It has shown us the great advantage in addressing our collectively challenges together. The COVID-19 shutdown has significantly highlighted that a collaborative mindset helps individuals, and ultimately organizations such as law firms, embrace change. A shared plan, common goals and a well-designed process create an atmosphere of possibility. Teams, whether internal or external, thrive when they work together to achieve mutual goals. Firm leadership, in tandem with clients and managed service partners, must strive to nurture and maintain this culture. Our long-term success depends upon it. ILTA Carlos Gámez, an attorney and legal technology innovation leader, is Chief Revenue Officer at Frontline Managed Services, the leading provider of administrative, financial and IT managed services to the legal industry.

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