Lawyers years behind accountants on process and BD, The Lawyer research reveals

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  • Having been the Partner-in-Charge of Human Resource Services for one of the Big 4 accounting firms - and in more recent times leading Philpott Black's delivery of organisation and human resource services in the legal and other professional services sectors I can confirm the publication's findings!

    Professional services are currently under huge pressure - and at Philpott Black we know that the legal sector heads the 'pressure league tables'..... The smartest law firms began 'significant change' a while back - and are now reaping the benefits! Sadly, they are the minority and there is much more to be done now that the pressure on the sector is mounting fast.

    Doing something later is not an option! If firms don't change direction (particularly on people management) the likelihood is that they'll end up where they're headed!

    www.philpottblack.com

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  • Process efficiencies are the real game changer for the UK’s top 200. Bottom line benefits are substantial – just look at the level of write offs and under-recoveries for the opportunity scale. Other professional services businesses have addressed these issues. OMC Partners have process inventories and process maps for most major legal tasks, and associated change management tools.

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  • Noting Lawrie's comments above - I hadnt realised the lawyer was running a free-ad classified service. Does anyone want to buy my bike? Its green.

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  • I hope you've thanked the Lawyer for the free advertising space they've provided you, Mr 'Delivery of organisation and human resource services in the legal and other professional services sectors'

    P.S. !

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  • Lawrie, your comments might have had some weight had you not turned it into free advertising for you/your company. Poor form.

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  • Lawyers are rotten at BD.

    They focus on braying about their ability.

    What they need to do is focus on winning work from key people. Simple, but so many firms just don't get it.

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  • Sadly, change in law firms works in geological time mainly because lawyers are risk averse, lacking inspiratational leaders and too consensus driven so that all decisions have to be approved by all the partners. When the management board decides do something then it is only the start of the process.

    Furthermore, partners think they must be in charge of everything no matter that they have no experience to do so; so that large IT projects are poorly managed due to lack of PM skills, marketing projects fail due to poor change management skills, people development projects fail because of a lack of long term vision, planning adn investment.

    However, the good news is that, in the UK at least, professionals in HR, marketing, finance and IT are beginning to be treated, if not s equals, but as professionals who can deliver improvement as partners recognise that their own biggest contribution is getting business in.

    The ABS structure is likely to do more for the professionalisation of law firm management than anything seen before as Tesco or Blackrock take them over and structure the firms so that the lawyers do the law and the firm is managed by proffessionals. Long live the revolution.

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  • “Most encouragingly, [firms’] highest priorities for improvement are people management, process efficiency, business development and marketing.”

    I doubt if there are many business in any sector that would not have these four (three?) at or near the top of any list of any improvements they'd like to make. How is this news?

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