The Lawyer's Guide to Strategic Practice Management (2nd edition)

This new and updated edition of The Lawyer's Guide to Strategic Practice Management provides law firm leaders with the very latest guidance and market knowledge on how to improve and refine current management strategies in order to thrive and compete in today's legal marketplace.

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Could you benefit from expert guidance on how to stay competitive and streamlined in a legal marketplace that is increasingly competitive?

Law firms are finding it harder to adapt quickly to a legal landscape that is constantly evolving. That's why it's imperative for law firm leaders to recognise and respond to this change in order to stay competitive.

While the economy has improved, key challenges from the recession remain. Clients are more demanding, reducing cost is as important as it ever was, and firms realise that operational efficiency is crucial to gaining small but important margins. In this market, those small margins can be game-changers for large and small firm alike.

This new and updated edition of The Lawyer's Guide to Strategic Practice Management equips law firm leaders with the very latest guidance and market knowledge on how to improve and refine current management strategies in order to thrive and compete in today's legal marketplace.



From the latest developments in technology and AI, how to improve your firm's coverage on LinkedIn to increasing motivation to act on cross-selling opportunities, this guide is an amalgamation of guidance from the most talked-about thought leaders in the legal sphere.

The second edition contains 6 new sections all complete with new chapters for this edition, covering: law firm strategy; market and client development; people and talent management; finance and pricing; optimisation and technology; and legal skills and business development.

Key features of this updated guide

  • 33 chapters covering six key areas of law firm management
  • Contains valuable material such as diagnostic questionnaires, how-to guides, case studies and action-planning worksheets

Order your copy of this guide to:

  • Review revenue and profit models, profitability strategies and law firm profit drivers
  • Examine the various alternatives to the traditional billing hour
  • Measure and manage the performance of your lawyers
  • Find market niches and develop individual business development strategies
  • Learn about the adoption of client listening programmes
  • Use big data for billing and cost and forecasting analysis
  • Build the business case for legal project management
  • Improve client and staff communication, connectivity and collaboration strategies

Download the free whitepaper>>>

Contents

Chapter 1: Defining your strategy

Chapter 2: Introduction to the strategic planning process

Chapter 3: Seeing the future first – Analysing strategic trends

Chapter 4: Why law firms might consider a merger as a strategic option

Chapter 5: Building a culture of innovation in legal services

Chapter 6: Horizon scanning to identify and capitalise on new growth

Chapter 7: Finding niches and developing your strategy

Chapter 8: Increase motivation to act on cross-serving

Chapter 9: Does your firm need a key relationship program?

Chapter 10: Competing via culture – How to give clients a true one-firm global service

Chapter 11: Unlocking value through close collaboration with outside counsel

Chapter 12: Getting inclusive about inclusion – A talent management strategy

Chapter 13: Compensation systems – Integrating partner incentives with firm goals

Chapter 14: Measuring and managing the performance of your people

Chapter 15: The future roles of partners and leaders

Chapter 16: Law firm leadership development – The practice group path to law firm leadership

Chapter 17: When firm leaders transition

Chapter 18: What Gen Y wants – How law firms can get the best from the new power generation

Chapter 19: Establishing appropriate cash and lockup profiles for teams and departments

Chapter 20: Practical strategies to improving cash flow – Partners and communication

Chapter 21: Alternatives to the billable hour

Chapter 22: Developing the right pricing model based on data

Chapter 23: The challenge to optimise

Chapter 24: An introduction to Lean and Six Sigma

Chapter 25: Technology

Chapter 26: Fusion = innovation – How to align your firm's IT and business strategies

Chapter 27: Projecting success – Get more value out of your law firm's IT investments

Chapter 28: Robot law

Chapter 29: The future of law in the age of robot lawyers and blockchain technology

Chapter 30: Pitch team and planning

Chapter 31: Practical advice on building a social law firm

Chapter 32: How to optimise your LinkedIn profile to get found by your ideal client

Chapter 33: Managing your interview – Essential communication skills

Check our Executive Summary and full table of contents here

Authors

Viv Williams
Chief Executive Officer of 360 Legal Group
John Sterling
Co-founder and partner at Smock Sterling Strategic
Patrick J. McKenna
Author, lecturer, strategist and advisor to the leaders of premier law firms
David H. Freeman
Chief Executive Officer of David Freeman Consulting Group
Chrissie Lightfoot
CEO of EntrepreneurLawyer Limited
Robert Pay
Global Services Business Development Director Alvarez & Marsal North America LLC
Patrick J Lamb
Co-founder, Valorem Law Group LLC
Andrew Hedley
Andrew Hedley works with the leaders of law firms on issues of vision, strategy, and change. He established Hedley Consulting in 2005 after almost a decade as the business development director of two UK top 20 international law firms. His practice is recognised as a leading boutique strategy consultancy within the legal sector.  Andrew is a recognised expert in the field of law firm mergers. Whilst working within private practice he was a member of a small strategy group tasked with pursuing M&A opportunities which led to the execution of a number of significant mergers as well as numerous early-stage negotiationsand evaluations. He has carried this expertise through to his consultancy practice and now advisesfirms at all stages of the merger process – from creating initial strategy, to candidate firm identification and evaluation, through the full negotiation and business case development process and, finally, postcompletion implementation strategy and delivery.
Adam Billing
Partner, Møller PSF Group
Robert Pay
ROBERT PAY started his career in London where he first worked in advertising as an account manager for a number of multinational clients. He then moved to Deloitte Haskins & Sells as marketing manager for the banking and securities practice both for the UK and the international firm; it was here that he first got involved in key relationship management for US, UK, and Japanese banks. He was then recruited by Clifford Chance to establish its first marketing function and set up a key relationship program, the first in a major law firm. Robert then served at the London Stock Exchange as head of marketing where he partnered with investment banks to develop a successful campaign to compete with NYSE and Nasdaq for international IPO business; he also launched and served on the board of Aim, working with regional and national legal and accounting firms to promote this successful growth companies market. He then became managing director of Jaffe Europe, working with a wide range of law, accounting, and consulting firms, largely on client relationship and satisfaction programs. Moving in-house, he then led the marketing functions of BSI Management Systems, a global certification body, and international law firm Taylor Wessing LLP. Based in New York since 2008, he currently works for Alvarez & Marsal LLC, a global professional services firm best known for restructuring and performance improvement. He is also an associate of InfiniteSpada and Z/Yen Group. Robert is a graduate of Oxford University where he majored in history. He has an MBA (distinction) from Cass Business School, City University, London; he holds a UK Market Research Society Diploma (distinction); and is a certified business coach. He is fluent in French, German, and Spanish. He has designed and implemented key relationship programs for accountants, lawyers, and consultants, and in financial institutions. He is contactable at robert@robertpayconsulting.com.
Heidi K. Gardner
Heidi K. Gardner, PhD, is a distinguished fellow in the Center on the Legal Profession at Harvard Law School. Her research focuses on leadership and collaboration in professional services firms. She has authored or co-authored more than 50 book chapters, case studies, and articles in scholarly and practitioner journals, including the Academy of Management Journal, Administrative Science Quarterly, and Harvard Business Review. Her first book Leadership for Lawyers: Essential Strategies for Law Firm Success was co-edited with Rebecca Normand-Hochman (2015) and her latest book Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos was published in 2017 by Harvard Business Press. Heidi works extensively with professional services firms and in-house professional departments in corporations around the globe. In addition to advising senior leadership teams, boards, and executive committees on strategic issues, she has addressed more than 10,000 professional firm partners in more than 20 countries on the theme of smart collaboration. Heidi has lived and worked on four continents, including positions with McKinsey & Co. and Procter & Gamble, and as a Fulbright Fellow. Presently she serves on the board of directors for The Second Step, a non-profit agency in the Boston area focusing on survivors of domestic violence.
Danny Ertel
Danny Ertel is a founding partner of Vantage Partners LLC, a spin-off of the Harvard Negotiation Project, where his practice focuses on helping organizations negotiate, manage, and (when necessary) remediate their most important commercial relationships. Danny has written four books, the latest of which is The Point of the Deal: How to Negotiate when Implementation Matters. Danny was previously a partner at Conflict Management, Inc., a senior researcher at the Harvard Negotiation Project, an attorney with Debevois & Plimpton, and a clerk to the Hon. Justice Harry A. Blackmun of the US Supreme Court.
Lisa B. Horowitz
Founder and principal advisor, Attorney Talent Strategy Group, LLC
Arthur G. Greene
Principal, Boyer Greene LLC
Patricia Wheatley Burt
Patricia Wheatley Burt (PWB) has been consulting and advising in this sector for over 20 years. Projects include mergers, acquisitions, lateral hires, re-structuring leading to partner development, performance and remuneration management, and other business-focused services. She develops and delivers valuable interpersonal skills programmes, and leadership and management programmes Patricia Wheatley Burt is an experienced researcher: she has undertaken extensive research into the role of a MP and on leadership of which key information is provided in this report She is also a regular contributor for professional journals and is the author of Leadership in Law Firms (after the Legal Services Act, December 2010), The Role of the Managing Partner in a Law Firm (2006), Profitable Performance Management (2005), and The Role of the Law Firm Partner (first edition, 2012).
Harry P. Trueheart
Senior Counsel and Chairman Emeritus, Nixon Peabody
Patrick J Lamb
Co-founder, Valorem Law Group LLC
Toby Brown
Director of Strategic Pricing and Analytics, Akin Gump
Vincent Cordo
Global sourcing officer at Shell
V. Mary Abraham
Founder of Broadli Inc.
Catherine Alman MacDonagh, JD
Catherine Alman MacDonagh, JD is a Legal Lean Sigma Black Belt and a certified Six Sigma Green Belt.
John Alber
Futurist at the International Legal Technology Association
Clare Adshead-Grant
Founding Partner, Calista. Clare’ opinions, hints, and tips can be regularly found on her blog via twitter, and she can be contacted via email at Calista.