Skip to content
Get started

Redesign Processes and Policies

De Brauw Project

Industry

Law Firm

Challenge

Stakeholder Resistance: Lawyers and PAs were initially apprehensive about adopting new systems and processes.Data Source Integration: Evaluating and transitioning to more effective data sources like World-Check posed contractual and operational challenges.Resource Allocation: Balancing the project’s demands with ongoing operations required meticulous planning.Governance Structure: Establishing oversight mechanisms to ensure alignment with the firm’s strategic objectives.

Project goals

Redesign Processes and Policies: Simplify and standardize workflows to enhance productivity.Implement Advanced Systems: Integrate cutting-edge solutions, such as Intapp, to improve legal project management, matter access, and compliance.Enhance Collaboration: Break silos between legal, IT, procurement, and other business support functions.Engage Stakeholders: Ensure buy-in from lawyers, legal PAs, and support staff through open communication and interactive sessions.Adopt Change Management Models: Use ADKAR to ensure a smooth transition and lasting adoption of new systems.

Consultancy; Project Management

www.debrauw.com
Office de Brauw

About the project

In the rapidly evolving legal industry, staying ahead requires innovative solutions that enhance operational efficiency, foster collaboration, and drive strategic growth. De Brauw Blackstone Westbroek, a prominent law firm based in the Netherlands, recognized this need and embarked on a transformative journey—Project Ignition. This case study delves into the key aspects of the project, its challenges, strategies, and outcomes.

Background

De Brauw, with approximately 800 employees, including 400 lawyers, is a leader in providing legal expertise to clients worldwide. The firm’s commitment to excellence required a robust, future-focused operational model to address challenges such as:

  1. Inefficient workflows and outdated processes.
  2. Limited integration of technology across legal and business support teams.
  3. Increasing compliance demands and data security concerns.

Project Ignition was launched to tackle these challenges and to:

  • Streamline processes and policies.
  • Integrate advanced technologies.
  • Foster collaboration across departments.

Project Goals

Project aimed to:

  1. Redesign Processes and Policies: Simplify and standardize workflows to enhance productivity.
  2. Implement Advanced Systems: Integrate cutting-edge solutions, such as Intapp, to improve legal project management, matter access, and compliance.
  3. Enhance Collaboration: Break silos between legal, IT, procurement, and other business support functions.
  4. Engage Stakeholders: Ensure buy-in from lawyers, legal PAs, and support staff through open communication and interactive sessions.
  5. Adopt Change Management Models: Use ADKAR to ensure a smooth transition and lasting adoption of new systems.
"Project has been a transformative journey for our firm. By integrating advanced technology and streamlining processes, we’ve not only improved our operational efficiency but also strengthened collaboration across teams. The structured approach and focus on stakeholder engagement ensured everyone felt included and empowered throughout the process. This initiative has positioned us to meet the evolving demands of our industry with confidence and innovation."

Challenges

  1. Stakeholder Resistance: Lawyers and PAs were initially apprehensive about adopting new systems and processes.
  2. Data Source Integration: Evaluating and transitioning to more effective data sources like World-Check posed contractual and operational challenges.
  3. Resource Allocation: Balancing the project’s demands with ongoing operations required meticulous planning.
  4. Governance Structure: Establishing oversight mechanisms to ensure alignment with the firm’s strategic objectives.

Strategies and Execution

1. Stakeholder Engagement:
  • Interactive sessions were conducted with PAs and other teams to gather feedback and address concerns.
  • Weekly reports and meetings ensured transparent communication.
2. Process and Policy Review:
  • Dedicated sprints focused on identifying inefficiencies and developing streamlined processes.
  • Collaboration with procurement, compliance, and IT teams ensured holistic solutions.
3. Technology Integration:
  • Intapp implementation was planned with emphasis on enhancing data security, project management, and collaboration tools.
  • Dependencies, such as matter access and billing solutions, were addressed proactively.
4. Governance Model:
  • A governance layer above the SteerCo was proposed to provide additional oversight and strategic guidance.
5. Change Management:
  • The ADKAR model guided the transition, with tailored training and support for employees.

Outcomes

  1. Operational Improvements:
    • Simplified workflows reduced turnaround times and enhanced productivity.
  2. Enhanced Collaboration:
    • Seamless integration across departments fostered a culture of teamwork.
  3. Technology Adoption:
    • Advanced systems like Intapp improved data security, compliance, and efficiency.
  4. Positive Stakeholder Feedback:
    • Engaged and informed employees felt empowered to embrace change.
  5. Future-Ready Infrastructure:
    • The firm is now better equipped to adapt to industry changes and client demands.

Conclusion

Project exemplifies how a forward-thinking law firm can leverage innovation to stay ahead. By addressing operational inefficiencies, embracing technology, and fostering collaboration, De Brauw has positioned itself as a leader in the modern legal landscape. The project’s success underscores the importance of stakeholder engagement, robust governance, and strategic execution in driving transformative change.

Contact Information: For more details about this case study or to discuss similar initiatives, please contact Andrew Collins at Grant and Graham Ltd.

 

Ready to get started?

Call to action