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Enhancing In-House Lawyer Value

This document summarizes Addleshaw Goddard LLP's efforts to differentiate its legal services and add more value for clients. It established a Client Development Center (CDC) staffed by "account drivers" to help in-house lawyers at client companies develop business skills to act more as partners. The CDC provided value-added services alongside normal legal work. Addleshaw Goddard also created a key account management program and Cranfield Program to deeply understand select clients' businesses so its lawyers could advise on adding more value beyond just legal work. These efforts helped Addleshaw Goddard obtain more client work while also providing value-added development for in-house client lawyers.

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Soumik Nag
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70 views7 pages

Enhancing In-House Lawyer Value

This document summarizes Addleshaw Goddard LLP's efforts to differentiate its legal services and add more value for clients. It established a Client Development Center (CDC) staffed by "account drivers" to help in-house lawyers at client companies develop business skills to act more as partners. The CDC provided value-added services alongside normal legal work. Addleshaw Goddard also created a key account management program and Cranfield Program to deeply understand select clients' businesses so its lawyers could advise on adding more value beyond just legal work. These efforts helped Addleshaw Goddard obtain more client work while also providing value-added development for in-house client lawyers.

Uploaded by

Soumik Nag
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Addleshaw Goddard LLP

Presented to:
Neelu Bhullar
Professor, Information Management
Area
Management Development Institute,
Gurgaon

Presented by:
Group- | CRM | NMP-29

Background
Which law firm to choose is about as relevant as which
window cleaners we choose
Many clients saw legal services as commodities and

purchased these services based on price


Clients also looked at total value a law firm
There is an opportunity for AG to differentiate by
enhancing core legal product it offered
The question remains Whether AG was doing enough

Challenges for In-House Lawyers


In

House lawyers did not enjoy high prestige as


compared to commercial lawyers
Possessed
limited business experience, business
education and understanding of company activities
Line executives did not view them as business partners
Low morale as companies hired external law firms for
legal advice

Opportunity for AG
Offer non legal services as a part of normal legal work
Value added service they could provide to in-house legal

department to potential client


In house lawyers could be more valuable if they could
act more as business partners

Emergence of CDC
Staffed by account drivers
It had 2 roles
Externally
Worked with clients In house lawyers to develop business skills
Internally
Worked with AG partners to develop their business skills and

understand clients business better

Benefits
Client paid for the work of the CDC by giving additional legal

work
Win-Win proposition AG obtained more legal work and

clients in house lawyers received development services


AG was providing value that no other law firms were giving

Key Account Management


Effort to identify 40-60 important clients with which AG will

have special relationship


Hopes to earn large portion of clients legal work

The Cranfield Program


Involved

developing in depth understanding of clients


business strategy, markets, value chain, its strengths and
weakness and where law could add value

3 two day session spread over 6 months

Benefits of CP
Used tools to analyze clients business and conducted a review

meeting with the client regarding the analyses


Clients were fascinated that AG lawyers spent time thinking

about their business without billing them

Thank You...

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