We use this to demonstrate how most practice groups and in-house teams views their service models. The "typical lens" is far too narrow. The "design lens" accounts for all relevant elements that must be addressed. Highly relevant for digital transformation, service design, and competitive advantage.

1. BOLD DUCK STUDIO
CLIENT
LAWYER
SERVICE
INTERACTION
FunctionalRelationship PRACTICE
TYPICAL
LENS
GROUP
Partner-specific model
High degree of variation of client and provider experience
Efficiency cannot scale beyond a single partner
Workflow heuristics
Technology use is inconsistent and uneven
Knowledge management uncaptured and unorganized
Pricing & Budgeting
Data environment is incomplete and unorganized
Inability to provide fee predictability for proposals/on-going cases
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2. BOLD DUCK STUDIO
CLIENT & BUSINESS CUSTOMERS
TEAMS & RESOURCES
SERVICE
INTERACTIONS
services
operations
structure
culture
ServiceDesign
Business&OperationsClientExperience
tech data
operations
structure
culture
tech data
PRACTICE
DESIGN
LENS
GROUP
PROCESS
for efficiency and quality
• legal workflow is optimized
• practice operations matches needs of service delivery
TALENT
right talent at the right time
• “pull up” legal talent (training & inclusiveness)
• new capabilities in pricing & project management
TECHNOLOGY
application development and holistic integration
• data strategy to strengthen strategy/decision making
• application selection and integration
EXPERIENCE
designed for consistent delivery
• new role for relationship partner
• client-specific playbooks create roadmap for team
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