Case Studies
Developing a customer-focused culture within a large legal department
Objective
Following the group’s restructuring into a holding company and subsidiaries, support functions must evolve into billable centers of expertise. For the Legal Department, this requires two major shifts. First, segmenting services to align with the billing frameworks set by Finance; second, rethinking the lawyers’ client posture by moving from an implicit service mindset to a visible and valued client relationship.
Approach
We co-led two strategic projects:
The legal services catalogue, designed with the teams (employment law, criminal law, major projects, etc.), was restructured around two pillars: client value and market comparability. This work clarified the offering and helped refocus the teams on their highest areas of value creation
The development of a client‑centric culture was carried out as a collective exploration: codifying the existing culture, defining a target culture with an engaged panel, and sharing the results in a plenary session. The highlight? A playful and memorable client‑pitch battle in plenary, which firmly anchored the new reflexes in everyone’s mind.
Results
A structured catalogue
of legal services, aligned with the group’s recharge model.
A client‑centric culture development plan,
embodied and shared.
A unifying launch workshop —
A New Legal Dawn — showcasing the new client rituals
