A practice can choose to adopt the Lexcel framework either as a benchmark or baseline form of assessment.

Benchmark - can limit a practice due to the two classic problems with this form of assessment, firstly, a practice will only be seen as being as good as its neighbour and secondly, because all awarded practices have reached the prescribed standard no competitive advantage is apparent. In other words the commonly used phrase that Lexcel is a “tick box” exercise can be justified. A practice risks becoming static in its vision and development as procedures and change are implemented primarily to satisfy the assessment criteria with the benefit of such procedure or change never quite reaching the customer.

Baseline – will enable a practice to link its business planning to the client’s requirements and the employees and organisational aims – commonly known by managers as “looking at the big picture”. A practice can better understand and communicate to employees its strategic aims and direction while diligently implementing incremental improvements to establish new baselines as a regular part of strategic and corporate governance management. A key dynamic of the baseline approach is the impact it will have on a practice’s management drawing in all aspects of management into the strategic planning process. This is crucial if incremental improvement is to be sustained in order to deliver superior performance at every level of operation of a practice.

The main advantage of baseline over benchmark is that a practise is more likely to facilitate incremental change and thereby gain a competitive advantage because it is now viewing its position within the wider business environment. The risk with baseline is that without a full understanding of the dynamic of strategic planning necessary to implement continuous improvement that a practice can very soon fall back to a state of benchmarking.

Management will need to decide which type of journey it wishes to undertake – neither are wrong but they do have different outcomes beyond attaining the award.

Finally it should be appreciated that the real need for a practice to choose their form of journey already exists outside the context of attaining the Lexcel award – consider the requirements of the Solicitors Code of Conduct 2007 and other regulatory as well as business requirements to practice such as securing affordable professional indemnity insurance.

St Helens Law can provide practice management and Lexcel consultancy services to law practices or public sector departments of all sizes to support their management along their chosen journey of continuous improvement.

A practice can choose to adopt the Lexcel framework either as a benchmark or baseline form of assessment.

Benchmark - can limit a practice due to the two classic problems with this form of assessment, firstly, a practice will only be seen as being as good as its neighbour and secondly, because all awarded practices have reached the prescribed standard no competitive advantage is apparent. In other words the commonly used phrase that Lexcel is a “tick box” exercise can be justified. A practice risks becoming static in its vision and development as procedures and change are implemented primarily to satisfy the assessment criteria with the benefit of such procedure or change never quite reaching the customer.

Baseline – will enable a practice to link its business planning to the client’s requirements and the employees and organisational aims – commonly known by managers as “looking at the big picture”. A practice can better understand and communicate to employees its strategic aims and direction while diligently implementing incremental improvements to establish new baselines as a regular part of strategic and corporate governance management. A key dynamic of the baseline approach is the impact it will have on a practice’s management drawing in all aspects of management into the strategic planning process. This is crucial if incremental improvement is to be sustained in order to deliver superior performance at every level of operation of a practice.

The main advantage of baseline over benchmark is that a practise is more likely to facilitate incremental change and thereby gain a competitive advantage because it is now viewing its position within the wider business environment. The risk with baseline is that without a full understanding of the dynamic of strategic planning necessary to implement continuous improvement that a practice can very soon fall back to a state of benchmarking.

Management will need to decide which type of journey it wishes to undertake – neither are wrong but they do have different outcomes beyond attaining the award.

Finally it should be appreciated that the real need for a practice to choose their form of journey already exists outside the context of attaining the Lexcel award – consider the requirements of the Solicitors Code of Conduct 2007 and other regulatory as well as business requirements to practice such as securing affordable professional indemnity insurance.

St Helens Law can provide practice management and Lexcel consultancy services to law practices or public sector departments of all sizes to support their management along their chosen journey of continuous improvement.