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Mapping Law Firm Capabilities

By Alan Rich & Ric Merrifield
September 29, 2006

Not so many years ago, running a law firm was a simpler process. If you were good at legal research, drafting documents, arguing cases and attracting and advising clients, the business took care of itself. But today, managing a legal practice, particularly for large firms, is more like running a large, sophisticated, multinational business.

Additionally, law firms have been largely unable to take advantage of modern business improvement methods such as Six Sigma and the Theory of Constraints ' complex techniques that have been applied to manufacturing processes with much success. These methodologies are measurement-based strategies that focus on process improvement and variation reduction.

Methodologies such as Six Sigma look at how something is done, with an eye toward continuous procedural improvement. One of the byproducts of the Six Sigma technique is a flowchart that can be used to examine a particular process. While flowcharts can be excellent tools, in a law firm setting they fail to take into account larger considerations such as business strategies and the environments in which the law firm operates. They fail to consider the what of complex legal practices. What does a large firm do, and need to do, in order to conduct the firm's business?

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