I recently provided my comments in James Careless’ article “When to Expand Your Firm, When to Outsource” in CBA Practicelink magazine. I said that “growth is only something to be looking at if it’s going to achieve particular strategic goals such as increasing profitability”. I have found that many firms set a growth goal for their firm without considering which practice or industry areas they should focus on growing in order to optimize the firm’s overall profitability.
The first step all firms should take before growing is to prioritize the strategic goals which will help them achieve their overall vision. Growth is just one of several strategic goals or strategies that firms might undertake in order to achieve their vision. If increasing profitability is a strategic goal, as an example, then growth might be one of the tactics your firm may take to achieve that goal. Then the question is where to grow and how to grow. Is the growth need permanent or temporary? In some cases, you can grow your firm’s capabilities and strength in certain practice areas such as personal injury by using outsourcing providers or freelancers. Often your costs can be significantly lower by using outsourcing providers and you risk less capital if the work is transitory but the opportunity is too good to pass up.
Another great interview by Jacky Wetzels of salesmoves, this time with Jordan Furlong on his new book “Law is a Buyers’ Market”. The interview covers some of the main topics contained in Jordan’s book, including:
- Future of Law Business
- Law Leadership
- Future Proof Law Business Skills
- 3 Steps for Successful Change
Jordan outlines his thoughts on the dramatic changes coming to the legal industry. One of the main themes of the book is that law firms will look very different in 10 or 15 years than they do today. Law firms will consist of many more “non-lawyers”, including “legal process engineers” and consultants of various types. I can see more multi-disciplinary oriented firms as well in the future.
In the future, law firms will be much more client-focused and fixed fee billing will encompass 50% of total legal industry billings. Successful lawyers will receive more business skills training and will understand their clients’ businesses thoroughly. There will be a much more clearly defined division of labour where every member of the firm will fulfill a specialized role. Law firm leaders will run their firms like a business and will spend the majority of their time on management, not legal work.
See the full interview here.
I recently had the pleasure of being interviewed on “The Inevitable Future of Law” by Jacky Wetzels of salesmoves, a legal marketing consulting firm based in Amsterdam. The resulting article covers the gamut of how law firms arrived at where they are today and the inevitable comparisons to global multidisciplinary firms and the Big 4 accounting firms. Dedicated sales departments and sales training are also discussed as becoming more important for law firms to compete in today’s rapidly changing legal industry.