Client and Matter Evaluation

Today, mounting market forces are putting new demands on firms to transform the way they operate in order to prosper in an extremely competitive environment. These include clients with escalating service expectations, increasing economic pressure, and a risk landscape marked by evolving regulatory rules, compliance requirements and professional standards.

In response, firms are looking to define new strategies that can be effectively implemented and consistently carried out, without reducing productivity, diminishing client service or decreasing profitability.

Many are also looking to evaluate new business opportunities more closely to ensure that clients meet specific criteria, such as their credit worthiness and their market focus (which might preclude the firm from taking on more desirable matters/engagements from other entities in the future).

 

The Problem

In theory, closely-managed review of all new business opportunities by appropriate internal stakeholders, escalating matters/engagements that require more closer evaluation and deliberation, makes perfect business sense. But in practice, implementing such practices means addressing competing business and operational pressures. While firm management may set policies, shaping the behavior of practice leaders, lawyers, professionals and staff is a challenge:

  • icon demand
    Many stakeholders have grown accustomed to autonomy and expect unquestioned, responsive operational support when it comes to business intake

  • asmt finance
    Clear and well understood incentives exist to maximize business volume and revenue (or the promise of revenue) create inducements to overlook factors which may limit future value for the firm

  • icon quickly
    The desire to take on clients as quickly as possible and begin work immediately, promotes a strong belief that internal delay and overhead is unacceptable and added checks will create new obstacles

  • icon growing
    Strategic client review requires a shared shift in understanding the aims of the intake process, particularly as current practices focus on identifying ethical conflicts, but not necessarily more nuanced review (e.g. "Can we take on this business?" vs "Should we take on this business?")

Finally, no tools existed that could provide the actionable information and coordinated process management necessary to make the broader governance that firm management desires quick, clear and painless. Until now

 

The Solution – Intapp Open

Intapp enables firms to manage business evaluation and selection so that they can choose the clients and matters/engagements that best align with their strategic objectives. And it does this without crippling the speed and efficiency of internal business inception processes, which are critically important to overall firm operations, end user satisfaction and client service.

Intapp Open makes this possible with software that weaves management policies, controls and reporting directly into the fabric of business operations and matter/engagement execution. And, critically important to the practical success of this approach in real-world business environments, Intapp software is enthusiastically welcomed by lawyers and professionals because it's easy to use, reduces administrative overhead, and lets them focus more on billable, client-facing activity.

The net result is practice strategy, transformed into practical execution.

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