We have entered a bigger league and your analysis has clearly distinguished those issues which are important and urgent, from the trivial. Your action template will act as my checklist for a considerable time to come

- Peter Jones
Managing Partner, Smith Jones Solicitors

The Art of Survival

Date: 02.02.2014

Making sense of the statistics describing the legal market at the moment is far from straightforward. The predictions coming from commentators and even the SRA suggest financial trouble at firms across the market will lead to failures and consolidation.

Learning to Thrive

Date: 02.02.2014

There will be many losers in the coming consolidation, and the squeeze on mid-market and high-street firms from above and below is only increasing, especially as the politics of austerity has hit publicly-funded work and added to the pressures we have previously identified from deregulation, technology, and globalisation and low-cost competition.

Slack in the Middle Market

Date: 23.11.2013

One of the key issues mid-sized firms must grapple with if they are to achieve their financial potential is the level of lockup in their working capital cycles. This is something that businesses in other sectors keep a very close eye on in order to minimise their borrowing requirements and to boost their cash reserves, and evidence from elsewhere in the legal sector suggests that law firms can keep an equally tight rein on their lockup – but it requires very active management.

Law Firm Client Care -The Client Journey Revisited

Date: 23.11.2013

We were first introduced to the ‘client journey’ over 10 years ago by John Niland, of Success 121, and it was a concept that helped us to re-evaluate the performance of our business in a relatively objective way and – importantly – from the perspective of the client.

Performance Remedies

Date: 26.10.2013

Law firms are complex organisations, with success rarely attributable to just one or two factors. Similarly, those firms that consistently underperform typically do so for a number of reasons, which are most often interrelated. These include external factors, such as the market dynamics and regulatory issues about which we have so often written, but in diagnosing and remedying chronic underperformance, managers must focus on those things they can influence – they should ‘control the controllables’.

Performance Indicators

Date: 26.10.2013

As our previous article has argued, managing performance in a law firm is a complex and demanding task and, for those firms faced with major issues, identifying the various factors contributing to underperformance is key. One of the main problems we have come across, which contributes in no trivial way to the situation in which many firms find themselves, is that consideration is only given to performance measurement once it becomes clear that there is a problem.
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