Most companies rely on outcomes from legal battles to assess the performance of the litigation team. However, to understand the litigation department’s specific strengths and weaknesses, the Chief Litigation Officer requires other indicators. This piece explores how a litigation team can employ quantitative and qualitative data to get a better sense of departmental performance.
Use of quantitative data is a powerful means of assessing most business operations. For litigation teams, quantitative data allows the Chief Litigation Officer to track performance at a granular level and determine who warrants more investment and training, as well as whom to fire. It can also help the litigation team assess its performance over time, providing useful support for budget increases or other resources. Quantitative data can support efforts to manage outside counsel, providing insight into law firm efficiency and points of comparison to assess one firm against another.
Quantitative data can also support efforts to manage outside counsel, providing insight into law firm efficiency.
A less frequently used but equally important form of data analysis comes from the use of qualitative data. Qualitative data is less easily measured, but its assessment yields valuable insight that can dictate departmental success. For the litigation department, useful qualitative data can relate to issues of morale and relationships with other corporate teams. By assessing the perspectives of team members through surveys and interviews, you can get a sense of whether your reports are engaged and supportive of the company’s mission. Unlike reports that tend to rely on quantitative data, compilations of qualitative data are harder to interpret, but giving them attention can highlight problems early and give you a sense of what elements of the department’s work are most successful.
Useful qualitative data can relate to issues of morale and relationships with other corporate teams.
Using a combination of both quantitative and qualitative data may be a novel idea for the litigation team. But successful implementation of both forms of data assessment can be invaluable to the Chief Litigation Officer in identifying areas of weakness and doubling down on areas of strength.