We help to develop the new business strategies that every legal practice needs today to be able to drive a successful business forwards, calling on our extensive experience of working across the legal market in many different sectors - and areas of management within law firms - over the last 20 years. This has given us a unique understanding of the issues and options to address, which your practice can quickly tap into.
To enable you and your partners, co-members or co-directors to reach agreement on a realistic and feasible strategy, we give you a structure to work within and objective, independent and experienced input and support in bringing the different strands together ... also rolling our sleeves up to help you make it happen. We can provide any market research needed to explore options. We also facilitate partner meetings and away days, challenging elements of any strategy where appropriate and mediating where needed. Having worked with you to define the strategy, we also support you with ongoing input in key areas of the plan as you put it into practice ... if you want us to.
To explore the options, contact Allan Carton or Darren Francis on +44 (0)161 929 8355 or complete this form.
Every legal practice needs a business strategy and plan of action now to be able to respond successfully to the radical changes that are impacting on the market for legal services; as much because of social and technology changes as anything to do with the Legal Services Act, which is just a symptom of that change.
Change and improvement of one kind or another is essential but won't happen on it's own. Some legal practices are changng and responding very quickly, being very innovative in what they are doing both in how they operate internally and how they present themselves and deliver their services to the outside world. They are differentiating themselves to make them stand out from the crowd and improving their operations to deliver more value for less cost - just like most other business sectors.
Lawyers need to take time out now to agree a new business strategy to:
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Ensure all the options have been explored, where established practice and assumptions can inhibit the innovation that is needed, but where there is also a danger of losing some of the established or potential strengths of the business by jumping too quickly on the wrong bandwagon;
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Really understand the strengths and opportunities that could be tapped into - making use of the new options that are available
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Understand what clients really want from their lawyers today
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Know what changes should be made to respond in a changing market to be successful
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Paint the picture of the future clearly enough to get everyone in the business who can make a difference on board
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Get authority for management to persistent enough to see initiatives through effectively
Key questions for Partners and Directors to address include:
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Would we all describe the firm in the same way?
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Do we share a vision of the future? Do our people know what it is?
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Where are we now? How have our clients needs and wants changed
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Are we competing on price or on value of service?
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What are we really good at? How can we build on that? How do we need to change what we currently do?
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Can we be more innovative? How can we reduce operating costs but still improve service?
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What is it that we do that can help clients to value our services more? How do we measure success? What does success look like?
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Should we outsource some areas of business to focus on our core strengths? What makes us more attractive than our competitors?
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Where do we need to improve resources and skills to make this happen?
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Are the right people in the right positions and accountable for making this happen?
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How do we make sure we stay on track?
We can help you and your colleagues "see the wood from the trees" to agree a strategy and meaningful, actionable plan. The process of reaching that agreement - the insights, discussions and "moments of truth" that your people experience - are more valuable than any piece of paper that results from it. However, the outcome has to be recorded so that it can be communicated, discussed, tracked and amended over time; rather than gather dust.
