Extract from Doug Austin’s article “Planning to Manage: Strategic Legal Technology Change Management”
The Corporate Legal Operations Consortium (CLOC) Global Institute conference is coming up on May 9 through 12 in Las Vegas, and IPRO will be there. I’ll have more to say about CLOC and the conference specifically next week, but I started thinking about how “legal ops” is becoming the hub of all the legal services within organizations today. And how the term “management” is becoming more strategic due to the focus on legal ops.
Not All Management is the Same
I once met a professional in our industry who said he was a great crisis manager and I asked what made them so great at it. His reply? First, you need a crisis!
You can’t always avoid a crisis, but, while it’s admirable to be able to keep a clear head in a crisis, the best crisis management is avoiding the crisis in the first place. Planning helps you minimize the potential of encountering a crisis in your projects. That’s why Planning is (by far) the most important of the Five Process Management Groups from the Project Management Institute (PMI), with 21 of the 39 processes across all five groups. For those of you who are math challenged, that’s more than the other four process groups combined.
