Many law firms who have never off-shored work are found to be very weary about the work flow plan. They keep on pondering about the method and the methodology in which work shall be assigned to the off-shore LPO and the way in which it shall be brought back to the office of the law firm overseas.
They want to be very sure about seamless exit of assignments and return of finished products. Obviously they have every reason to be very particular on such issues. Depending on the nature of the project, create a proper plan of receiving assignments and sending back finished products. Draw up every detail in a chart; show even the minutest step in that chart so that the foreign law firm is extremely sure that there would be no bottleneck or glitch in the whole process. Gain their confidence by pointing out the back up measures that you have put in place for every portion of the work-flow plan.
Thereafter, it is necessary that you as the LPO vendor follow the workflow plan extremely religiously and not deviate it from it without the knowledge of the overseas client.
Set realistic delivery timings with the foreign law firm/corporation and re-negotiate it in case of genuine daily difficulties. As a vendor, do not hide issues from the overseas client. As an overseas client it is necessary that you lend a patient hearing to the issues raised by the LPO and sort it out in the best possible way so that the project runs smoothly. A few minor changes or modifications in the already-signed SLA would not make hell break loose; in fact it might make life simpler for both sides. Moreover with such minor adjustments the mutual bond shall stand tied at a higher level. There is perhaps no reason to think that “amiability” is the other name of “indulgence”.
Work plan in broader perspective may follow the template pattern, but it is fact that flow makes minor distinct in their interest of company. There is a need of institutional set up for the LPO industry training and consulting.
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