Law firm lawyers should spend at least 20% of their time on business development. When working with law firm lawyers on business development coaching and leadership development it has become abundantly clear that while every firm wants their lawyers to be developing new business, there is no target or stake in the ground to guide lawyers on business development expectations.
Perhaps they read our recent blog post “5 Reasons Why Law Firms Shouldn’t Leave Consulting to Accounting Firms” or, far more likely, this new consultancy was in the works for months. This week brought news of Bryan Cave Leighton Paisner’s new legal operations consulting firm called “Cantilever”.
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Why law firms have left consulting to accounting firms over the last few decades is a mystery. Accounting firms quickly moved up the value chain and are viewed by clients as strategic partners leaving law firms behind. But Law Firms really should get into the consulting business as evidenced by the fact this morning’s news from thelawyer.com that Eversheds Sunderland’s consulting business brought in over GBP 26 million ($33 million) in 2017.
A SWOT analysis is a simple yet highly effective strategic tool to evaluate your organization. For your legal organization, you will evaluate the Strengths, the Weaknesses, the Opportunities, and the Threats. Completing this analysis helps you set your strategic plan (and budget priorities) for the coming year.
On September 26th at TalentLaunch in suburban Clevelad, we gathered 9 legal industry thought leaders (in-house counsel, law firm partners, law firm CFOs, and Plante Moran’s law firm practice partner) to discuss the pressures law departments and law firms face and how they can work together better. In attendance were various General Counsels, in-house counsels, Managing Partners of law firms, law firm pricing analysts, and members of various alternative legal service providers and legal technology companies.
Here are the highlights:
A thriving organization where your team is brilliant, high-performing, responsive, and client-focused isn’t one where competition is so fierce that people are pitted against each other in some sort of race to survival. A brilliant, high-performing, responsive, and client-focused organization is one where people genuinely want to help each other and their clients.