The insight that comes from real-time access to data and reporting in BigHand Workflow Management supports the firm’s goals in achieving more productive workflows. “We are able to snapshot the entire business and see where, at any given time, capacity might sit and dynamically reallocate jobs, improving turnaround times, which ultimately is best for both clients and staff alike. In addition, having a broader picture of demand across teams means we can look at efficiencies around where work is going and where there might be opportunities to improve workflows.”
Balancing Change
With support from BigHand’s experienced team, Barry Nilsson was able to take both a pragmatic and strategic view to both the software roll-out and workflow process enhancements.
“We were happy that the look and feel of the new platform was the same as the dictation platform,” Neil comments. “We felt it was key that the first impression of the technology was one of familiarity, which would allow us to focus on the bigger picture and communicate the benefits we – both as a business and as individuals - would gain by making the changes to workflow management.”
Barry Nilsson worked on identifying champions within the business to support the roll-out of the new working practices. “We approached this by identifying the areas within workflow that were most critical, that need to be done efficiently to respond to work demands. We reorganised these functions into pods with members of the team who enjoyed these types of jobs, so moving away from the traditional structure of a fixed ‘lawyer-to-support staff’ ratio.”
By taking this pragmatic and deliberate approach, combined with a heavy focus on training, Neil and his team were able to ensure the project’s success by allowing the business and mindsets to change gradually.
Empowering Innovation
Of course, business never stands still, and for Barry Nilsson, the upgrade to BigHand Workflow Management remains part of ongoing investment in workflow process improvement and client-focused innovation. As Neil says, “Over time, the plan is to leverage technologies that enable better distribution of work.”
The alignment of people, process and technology is also a key component of the approach being advocated by the Victorian Legal Services Panel. “For law firms to remain on the panel, we have to report every three months on technology and innovation,” Neil explains. “Not only is this important to stay competitive within the market, but it’s also a fundamental part of how we service the work while retaining profitability.
“At the end of the day, it’s simple,” Neil concludes. “If you don’t give your clients and staff members access to technologies that are going to make their working lives easier, fairer and more transparent, you’re doing them a disservice.”
