Colleen:
The answer is simple--this important function must be led by the right people
with the right traits. Specifically, anyone that is brave enough to take on
this change management challenge must be both persistent and credible. Lawyers
are trained to follow precedent. Given that very few law firms have installed
full blown LPM departments, lawyers are inclined to challenge support personnel
whose aim is to enforce disciplined budgeting and matter management processes.
The right person leading these efforts doesn't mind having difficult
conversations, he or she is motivated when a partner tells them "no"
and they enjoy exercising their powers of persuasion. Persistence without
"know-how", however, doesn't get the job done. The leader of an LPM
effort must also possess a deep comprehension of the legal industry and be in a
position where they are able to exercise his or her authority. He or she must
fully understand the law firm business model and appreciate that many of their
clients don't have legal problems but business problems with legal issues and
aspects. Persistence coupled with credibility provides a recipe for success.