This is the third in a series of thoughts about why traditional strategic planning methods often produce disappointing results for law firms.
One of the biggest mistakes that law firm strategists can make is to assume that off-the-business-school-shelf strategic planning methods tools and methods will always work well in law firms. ?It is true that there is a lot that law firm leaders and managers can learn from other business sectors, especially other professional services.
However, the practice of law in a law firm is a different in many respects from operations and service delivery in other businesses. ?Unless these differences are understood and taken into account, a strategic planning tool or method that works well in other industries could be totally ineffective in the law firm context, and sometimes even do more harm than good.
Generalities are always imperfect, but here are some observations that the experience and research by Walker Clark LLC tend to support:
- Lawyers, by training and experience, tend to be more skeptical than other professionals.? Our clients expect us to require evidence and even to be a little risk-adverse. This is an intellectual advantage, but skepticism sometimes can also result in lawyers unreasonably refusing to perceive the obvious and dismissing innovations that could make a big positive difference.
- The lawyer-client relationship is a much more powerful influence in strategic decisions and day-to-day operations in law firms that in other businesses. ?This is why current, validated information about client needs, priorities, and expectations is critical, and arguably more so than in other businesses or even other professional services firms.
- Partners in law firms frequent have a do-it-yourself mentality.?Being smart,
Lemus Lemus
well-educated people, lawyers believe that they can develop and implement strategic initiatives ?in house.? As one law firm managing partner told me recently, ?The greatest value that you consultants deliver is your external perspective. This has kept us from group-thinking ourselves over a cliff.?
When considering the engagement of an external consultant or facilitator for strategic planning in your law firm, or for any other important strategic issue, insist on substantial and intimate experience with law firms. ?This will improve the probability that your advisor will add value, and not just cost and confusion, to your project, and that you will enjoy the return that you deserve from your investment of time, resources, and intellectual energy.
Norman Clark?
Source: http://walkerclark.com/worldview/?p=316
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