How can law firms pick the right spots? How can they transform their business model and service delivery in intelligent ways without getting out over their skis?
Professional service firms are typically littered with uncompleted strategic projects, failed initiatives and strategic plans that have remained in a drawer (or a computer file) almost as soon as written. It has often been observed that professionals are better at ideas and planning than in putting those plans into reality by means of effective implementation.
Firms can easily lose the focus on integration, an intangible asset, while they are busy dealing with the tangible issues of day to day operations, developing business, serving clients and controlling finances. It is better to manage integration than recover from disintegration.
Originally designed for the Law Society of England and Wales, but relevant to all law firms globally, Edge International Principal Nick Jarrett-Kerr has created a series of four webinars on the topic of Planning for Recovery. Each webinar lasts about twenty minutes and is available free of charge.
Adverse conditions can provide opportunities for firms to dramatically enhance their competitive position in a relatively short period of time.
Four recommended areas of focus for firms undertaking a broader approach to practice – and how they will help improve your competitive edge.
By implementing three tools, we can gain (or regain) close and more trusting relationships with both colleagues and clients – despite remote working.
To maximize the “range” of a law firm, diversity – in the broadest sense of the word – must be a key driver in the way the organization is managed.
When I look at the strategic documents of law firms, I often see lack of clarity; it often seems to me that the plans form a patchwork quilt made up of many separate plans and business recipes of different practice groups – and can sometimes be as many as there are partners in the firm. […]
Introduction – Identity, Purpose and Vision for the Professional Firm I have often written of the imperative for a professional firm to develop an overall and shared “Strategic Intent” as a great starting point for the development of the central part of a firm’s strategy. Strategic Intent (Identity, Purpose and Vision) provides and communicates an […]