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Engaging the wider partnership in the merger process
December 8, 2013
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Change, Culture, Growth, Leadership, Merger, Strategy, Vision /
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Published in Managing Partner magazine December 2013 The manner in which the leadership team engages, communicates and builds consensus with its wider partner group is one of the most important opportunities and challenges in any merger. Without a strong collective will, focused on achieving a positive result and overcoming the inevitable challenges that will […]Read More
A merger can be a ‘Trojan Horse’ opportunity to transform your firm
November 25, 2013
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Change, Culture, Growth, Leadership, Merger, Strategy, Vision /
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Published in Managing Partner magazine November 2013 Don’t worry about the implementation, that’s tomorrow’s problem. Just focus on getting the deal done” figures high on the list of comments which betray the naivety of those negotiating mergers. Of course, it is also fair to say that such sentiments are understandable given the context of the […]Read More
Management opportunities and challenges in a merged firm
October 10, 2013
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Business Development, Change, Culture, Growth, Leadership, Merger, Strategy /
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Published in Managing Partner magazine October 2013 Firms won’t become more commercially successful by being better at the law but, rather, by running a better legal services business. More proficient strategic thinking and better management, team working and communication are vital to ensuring sustainable performance enhancements, improved efficiency and increased revenues and profits. It […]Read More
Right-sizing your merged law firm
Published in Managing Partner magazine A merger provides a host of opportunities to right-size. Some arise directly from the merger itself. Others will be realised because ‘all bets are off’ in a newly-merged firm, providing a window to implement efficiencies that were previously denied. Right-sizing is generally assumed to mean moves to reduce costs […]Read More
How to win Partners’ Hearts and Minds for a Proposed Merger
July 13, 2013
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Business Development, Change, Culture, Leadership, Merger, Strategy, Vision /
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Published in Managing Partner magazine An interesting point is reached in any merger discussion, at which the negotiating teams must set aside issues of market dynamics, strategy and positioning. Plans for operational change, efficiency improvements and rationalisation must also be sidelined. Even the development of compelling propositions to attract new clients and expand existing relationships […]Read More
Want to disrupt the industry? It’s time to run a different race
My guest article for LexisNexis The Future of Law blog. http://lexislegalintelligence.co.uk/intelligence/blawg/2013/06/want-to-disrupt-the-industry-its-time-to-run-a-different-race/ We have seen many examples of efforts to improve efficiency and to reduce costs since the start of the great recession. We have witnessed firms conduct restructurings, enter into outsourcing arrangements, implement process reengineering, invest in IT and knowledge management systems, reshape partnerships and […]Read More
Develop a Strategic Framework for Merger Communications
June 19, 2013
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Change, Key Account Management, Leadership, Merger, Strategy /
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Published in Managing Partner magazine It is all too easy for those focused on the consummation of a merger (and with a deep knowledge of the transaction) to assume that its strategic logic will be selfevident. It is always wrong to presume that the benefits flowing from the union will be apparent to the combined […]Read More
Plan Ahead To Get Ahead (Part 2)
May 17, 2013
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Business Development, Change, Growth, Leadership, Strategy, Vision /
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Published in Professional Marketing Magazine Alongside the setting of the firmwide strategy, planning should be conducted at the next level of detail whilst still considering issues in broad terms. These second tier plans will nest within the overarching strategy framework, both aligned with and subservient to it. Planning at this level allows the broader leadership […]Read More
External investment: Can the legal profession really deliver a decent return?
My guest blog for Totum Partners (www.totumpartners.com) the leading law firm management recruitment consultancy. This month we welcome guest blogger Andrew Hedley, who provides a few salutary lessons for law firms that are serious about attracting external investors. There was much excitement from the private equity community a few years ago when the possibility of […]Read More
Changed Expectations
“It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad.” C. […]Read More
The Power of Using Values to Drive Post-Merger Integration
Published in Managing Partner magazine Ignore the importance of cultural fit and strong shared values at your peril when merging firms. Cultural dissonance is one of the most common reasons that mergers fail to deliver their expected returns. Within law firms, for which common values and behaviours are crucial to creating cohesion, getting these aspects […]Read More
Fit For Purpose
May 1, 2013
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Business Development, Change, Growth, Leadership, Merger, Strategy /
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Published in Managing for Success, the magazine of the Law Society’s Law Management Section The legal services market is witnessing an unprecedented level of merger activity. The legal press is full of news of firms either in discussions or announcing a deal, but there is also a swell of activity behind the scenes of firms […]Read More
Dealing with Deal Breakers in Merger Discussions
Published in Managing Partner magazine In any merger discussion, there will be a limited number of areas which have the potential to be deal breakers. These range from issues of strategic significance to those of timing. In the first category are questions which challenge the longer- term logic of a deal which has few […]Read More
Unlocking the Client Dividend in a Merger
Published in Managing Partner magazine Any merger should seek to build a sustainable competitive advantage. What this means in practice is that vision is needed to create a client proposition which is more compelling than either firm could offer before and, crucially, better than other firms competing for the same work. A characteristic of […]Read More
Outsourcing Competitive Advantage?
There are a number of core strategic questions which firms need to answer when entering into an outsourcing arrangement. The most significant is to what extent a firm should be prepared to outsource areas of potential competitive advantage. If one takes the view that outsourcing is driven by a desire to reduce costs, by buying […]Read More
Easy to do business with?
There is a management adage that “businesses that do well tend to be businesses that are easy to do business with”. Looked at from a client experience management perspective, it could be easy to believe that many firms adopt attitudes, approaches, policies and procedures which have quite the opposite intent. My strong view is that […]Read More
Why merge? Forces driving consolidation in the UK legal services market
February 20, 2013
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Business Development, Change, Culture, Growth, Innovation, Key Account Management, Leadership, Merger, Strategy, Vision /
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Chapter 3 of The Law Management Section Merger Toolkit A merger is a means by which a strategic objective may be achieved; it is not a strategic objective in itself. This is, perhaps, an obvious statement, but one which seems to elude many management teams when discussing strategy and the options available to them. A […]Read More
Organic Growth Strategies: Back to Basics
February 13, 2013
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Business Development, Change, Growth, Key Account Management, Merger, Strategy /
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Published in The Cambridge Marketing Review The challenging market conditions of the last four years mean that organic growth is a significant issue for many organisations. My own practice is focused on the professional service sector and commercial law firms in particular. This particular market has suffered from the pincer squeeze of economic recession […]Read More
Getting Profit-Sharing Arrangements Right in a Merger
Published in Managing Partner magazine A merger makes sense if the new firm is better able to compete than either of its antecedents. For some firms, ‘compete’ means that the merged entity simply has a better prognosis for long-term survival, while for others it will be characterised by more opportunities, an improved market position and […]Read More
Strategies to unlock the merger dividend
February 5, 2013
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Culture, Key Account Management, Leadership, Merger, Strategy, Values /
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Chapter 11 of The Law Management Section Merger Toolkit Panjat Pinang is one of the most popular traditions in Indonesia. It is a unique way of celebrating the country’s Independence Day and involves, quite literally, climbing a greasy pole. Tall nut trees are felled, denuded of all branches and bark, and placed vertically in the […]Read More
A merger is an opportunity to bring about positive cultural change
January 7, 2013
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Business Development, Change, Culture, Growth, Leadership, Merger, Strategy /
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Published in Managing Partner magazine A firm’s culture is both one of its core defining characteristics and, for better or worse, a driver of its longer-term performance. Changing a deeply-embedded culture is one of the most challenging and transformational opportunities for any leadership team. At a time of merger, it is one way in which […]Read More
The Innovation Advantage
December 12, 2012
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Business Development, Change, Innovation, Key Account Management, Leadership, Strategy /
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Published in The Future of Legal Services – Expert Analysise THIS ARTICLE is concerned with the ways in which innovative approaches have already changed the nature of law firm practice, and how they will continue to do so at an accelerating pace in the future. In particular it will consider service innovation and how firms […]Read More
The Loneliest Job in the World?
“Being prime minister is a lonely job… you cannot lead from the crowd.” Margaret Thatcher Leading a firm in a turbulent and threatening market requires a certain type of person – someone who is comfortable in their own skin and prepared to make fair, objective and sometimes very difficult decisions. It is also a role […]Read More
Service Quality and Reputation Management Strategy
November 13, 2012
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Business Development, Change, Key Account Management, Leadership, Strategy /
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Published in Business Continuity Planning and Management for Law Firms AS BENJAMIN Franklin so wisely said: It takes many good deeds to build a good reputation, and only one bad one to lose it. His words should be a wake-up call for managing partners that have placed their trust in the fingers-crossed method of […]Read More
Mergers can be effective in moving partners out of their comfort zones
November 5, 2012
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Business Development, Change, Culture, Growth, Leadership, Merger, Strategy /
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Published in Managing Partner magazine Many merger business plans talk about creating a firm which is better than the sum of its parts by taking an external view. They wax lyrical, for example, about new markets, additional revenue streams, sweating the client base through broader and deeper practice capabilities and a strengthened brand. The […]Read More
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