• Keep the improved process running as designed
• Empower “local control” (on-the-ground and immediate, as opposed to offsite
and managerial) by providing timely information and instructions on what to do if
the process jumps the track
• Serve as a guidebook for the process owner
• Prevent any additional unnecessary or minimally valuable work
The best controls are easy to implement, valued by users, and
generate robust measurements of process effectiveness.
Recruit trusted and respected voices to build lasting buy-in. The critical role of
leadership in driving meaningful, lasting change cannot be overstated. Identifying
the most effective voices to spur excitement and motivation for enhanced
process discipline and operational excellence is a necessary weapon in the CLO’s
change management toolkit.
• Activate the voice of the client. Make a habit of sharing positive
feedback from internal clients with the entire law department team, and be
sure to disseminate any measurable improvements in client satisfaction.
Wherever possible, connect these to specific behavior changes that are
requested of law department team members.
• Speak directly and regularly to the law department team.
Consider instituting an internal department update on a monthly or
quarterly basis from the viewpoint of the GC or the CLO. Recap ongoing
process improvement initiatives and reaffirm their significance by connecting
them to strategic objectives for the team and for the company as a whole.
• Ask corporate leadership to lend their weight. Hearing from the
C-suite, even for five to ten minutes once a year, can make a big difference
to the department in understanding how critical their work is to the
Connecting these dots can help keep important changes top of mind for the law
department and can sustain commitment and motivation to sustain a culture of