Engagement & Readiness Risk

A global law firm had recently implemented a standardised Billing-to-Cash process across its UK and US operations, introducing new ways of working around time recording, pre-bill review and invoice approval.

During the rollout, engagement amongst some senior fee earners had been low. Their teams followed their lead, with poor participation in communications and training and inconsistent adoption of the new process.

The impact was felt operationally. Time was not always recorded or submitted correctly, pre-bill approvals were delayed and invoices required rework, contributing to delays in billing and revenue collection.

With a new Matter Management programme approaching, affecting many of the same fee earners and their teams, programme leadership recognised they needed earlier visibility of engagement and readiness so they could intervene before similar issues reached go‑live.

For the Matter Mgmt programme, the organisation captured change impacts, impacted audiences, key stakeholders and the change actions and owners in Serendata.

Interventions including communications, workshops and stakeholder engagement were assigned to owners and tracked through to completion. Serendata was used to track stakeholder sentiment and audience readiness over time, including confidence, and preparedness for the new ways of working.

This gave programme leadership an early view of where sentiment was deteriorating, which audiences were least ready, whether influential stakeholders were disengaging, and which change actions were outstanding, allowing intervention to be targeted before go‑live.

With Serendata, the organisation was able to:

• Identify declining sentiment among influential partners, allowing the programme to engage them directly before disengagement spread.
• Instantly see low readiness within Corporate/M&A, so the team could target workshops to bring them up to where they needed to be.
• Highlight audiences where change activity had been completed but readiness remained low, showing where additional intervention was required.
• Surface overdue change actions and gaps in ownership, allowing programme leads to address delivery issues ahead of go‑live.

The programme went live successfully, with key stakeholder and audience risks addressed ahead of deployment and stronger readiness across impacted teams.