Implementing an effective risk management strategy in a law firm Peter Scott Peter Scott Consulting .

Implementing an effective risk management strategy in a law firm

Peter ScottPeter Scott Consulting

www.peterscottconsult.co.uk

Who has a risk manager?

Law Firm Risks

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Is your management in control of your risks

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Operational Risks – negligent advice

Law Firm

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Law Firm

Examples of Operational Risks

Negligent advice

Lack of management commitment to best practice and risk management

Lack of knowledge by management Lack of supervision High risk work Client vetting / fraud Client care / matter care Resource capability Lack of knowledge/expertise/experience Precedents / multiple use of advice International work / overseas offices

Why manage operational risks?

“The pursuit of excellence, with the aim of doing things better for the clients”

Director of Risk of a ‘top ten’ UK law firm

Which common factors are necessary if

risks are to be adequately managed?

Top level ‘buy in’ to management of risk

Knowledge by management of its Business A ‘no guilt’ culture to encourage

disclosure

Risk Management / KM

Risks are inter-related

Failure to manage knowledge involves

widespread risk

KM is an essential part of an integrated

risk management strategy

Your Risk Areas?

Where does the knowledge in your risk areas reside?

Can you access it?

Do you have systems to maintain and

upgrade your knowledge?

Risk/KM

Risk

Management

Knowledge

Management

A Risk Management / KMintegrated approach

Approach risk from a KM viewpoint and vice

versa

Need to manage the risks relating to

knowledge in any event

Managing the risks Quality assurance Greater competitiveness

Implementing a Risk Management Strategy

DIAGNOSIS

Identification and assessment

MITIGATION

Control, transfer and avoidance

MONITORING

Auditing, tracking and reporting

When a risk crystallises

LIMITATION

Minimising the effect of crystallised risks

Risk Identification Involves:

Being management driven Top down / bottom up Brainstorming sessions Facilitated discussions

Risk Assessment

Incidence - probability Impact - severity

Risk Diagnosis

Assess severity of high-level risks

Identify high level risks

Set criteria for assessing risks

Identify detailed risks

Assess severity of detailed risks

Risk map

Risk summary

Risk Mapping

Some key factors in identifying and assessing risks

Areas of law Claims record Number and location of offices Fee income / size of firm Commitment to best practice Knowledge management Are risk management procedures in place? Supervision levels

Risk Mitigation

Designed to:-

Avoid Reduce Transfer Accept

Risk mitigationRisk map

Risk summary

Consider impact/probability

correlation

Required controls

summary

Insurance requirements

summary

Contingency plan

requirements

Residual risk

summary

Consider available mitigation techniques

Monitoring involves

Auditing, tracking and reporting Comparing actual outturns to preset indicators Confirming effectiveness of risk responses Reporting compliance and exceptions

Risk monitoring

Required controls summary

Contingency plan requirements

Insurance requirements

summary

Set risk indicators and methods to monitor

them

Annual Risk Management Report

Limitation involves

Risk crystalisation scenarios Contingency plans Limitation procedures Post event assessment

Use of risk management tools?

Use an integrated risk management system to quantify, assess and control risk by :

streamlining diagnosis, mitigation and monitoring

embedding common risk management procedures

providing information access to all who need it

creating and maintaining one central, up to date risk database

Advantages of a formal risk management process?

Structured approach focuses on key risks Elimination of redundant procedures Comfort / assurance to PI insurers Universal application to all risk areas Continuous monitoring ensures management of

risk is “lived” day to day

Is your management in control of your risks

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Any questions?