Is Your Client-Centric Vision Getting Stalled by Internal Competition?

Law firms talk a lot about being client-focused and client-centric, and while a few groups truly deliver on these values, many fall short because they are more focused on building their own group’s profile and reputation rather than advancing the firm’s client-centric vision.

Here’s why: Law firms create value by delivering solutions that address their clients’ legal service needs, which often require multi-discipline, multi-jurisdictional inputs. However, law firms typically organize, govern, and allocate resources through Practice Groups and these groups compete for the resources, budgets, and political capital they need to grow. Client-focused initiatives–like Client and Industry Teams–tend to be newer and, thus, weaker competitors for the same resources.

To drive a truly client-focused strategy, management needs to build consensus around a strategic plan that:

- Clearly identifies the firm’s strategically important clients and markets,

- Establishes multi-disciplinary and multi-jurisdictional teams, and 

- Sets measurable goals for success.

By keeping a focus on these teams, celebrating their successes, and ensuring they have the resources to thrive, management can lead a cultural shift that will have a positive impact on both client satisfaction and the firm’s reputation.

At NewEdge BD, we help law firms align their business development investments with their strategic objectives and drive engagement around client-focused initiatives.

If your firm needs help with strategic planning or driving engagement, please reach out.