People and purpose as the center of transformation processes.

Following the series of webinars "Digital Transformation for Legal Function," on Wednesday 5 / 08 / 2020 took place the chapter: People, in which Marcelo Blechman and Alejandro Goldstein of Olivia Consulting highlighted the importance of defining a purpose as a legal area and managing emotions as key factors in a transformation process.

On this occasion the session sought to answer the question how to transform and climb the digital transformation car into the legal team, characterized by its aversion to risk? Marcelo Blechman and Alejandro Goldstein, of Olivia. Consulting, next to Diego But, Legal Corporate Manager and Real Estate Bupa Chile and Andrea Convalia, Head of Legal & Compliance de Rochethey sought to answer this question in a very transparent and generous conversation.

The webinar had as first part a theoretical exhibition in charge of Alejandro Goldstein about some basic ideas to be handled, which are cited below:

• Change management: Olivia Consulting defines it as the support in transit to something new, different and uncertain.
• In this transit we will usually find populations that have the following characteristics:
  • • Explorers / innovators: 10% in general, which are immediately added just because it is something new.
    • Early adaptation: 40% who do not analyze whether the project will work or not, simply want and expect it to work.
    • Late adaptation: 40% conservative and analytical. They want evidence and they don't tolerate complexity. They buy the idea because they have no choice.
    • Blockers: 10% simply disagree with the change and will in fact be against it.
• ¿CHow do we manage them?
  • Early adaptation: with the support of explorers and innovators and with information on why to get on with change.
  • Late adaptation: This group is to work with persuasion and more information, as they are generally smart and have the foundations to reject the proposals for change, but at the same time they can contribute with good suggestions.
  • Blockers: looking for a role for them not to hinder the process.
• In all cases, the groups will experience According to the model of the psychiatrist Kübler-Ross, the following emotions: denial, anger, negotiation, depression, acceptance and overcoming. It is inevitable that people do not go through these emotions, so the work of managing change is to take over, empathize and identify at what stage people are in and help them to move. The overall objective is to make this process as short as possible and without peaks.  

Marcelo Blechman on the other hand, he explained how a process of change is developed which can be broken down into three stages:

1. Field preparation: definition of purpose, diagnosis and processes.
2. Implementation of the transformation process: more relevant factors management of sponsors, impact, communications and stakeholders.
3. Sustainability strategy: the go-live and a break event that shows that there is a change of mindset in the way you work. Having a strategy to keep the change in time is key and defines the success of the project.

How does the legal area become part of a process of transformation? The area itself can be given its process of change and can take the above recommendations. In addition it may be within the process of transformation of the company, where it has a call to make a change of mindset and get involved in the governance of these projects in a way to map and manage the risks of the changes that will come. Example: compliance, trade with trade unions, contracts that will be affected.

Finally, an interesting panel was generated where Andrea Convalia and Diego But They generated a conversation about what skills are needed for these processes and what should be unlearned. Both Alexander and Marcelo were clear that the purpose It's fundamental. Many times the skills are in people, but they cannot exercise them. The most important thing is ask as a team: 

1. Why are we as a legal area?
2. What are we as a legal area within the company?
3. What is the value we bring to the company's strategy?

The answers to these questions will allowunfigure as an area of service and worry about the experience of your internal customers. The exhibitors stressed that these definitions should be built as a team if they want to add partners to achieve the purpose. They also invited them to be aware of how language builds realities and that it is not the same to call the team members "collaborator," which partners. Everything is reduced to forming a mindset agility and collaboration.  

The event culminated in an invitation to the legal market to define innovative purposes for legal service models and to give space to personal purposes within organizations.

Communications | Alster