Firm Beliefs Client Projects
Many of our clients are happy to provide testimonials but, because of the often confidential nature of what we do in terms of market impact, they prefer not to be named. We have therefore taken the decision not to name any of our clients.
However, our clients are always willing to talk direct to prospective clients on a confidential basis. Please contact us if you would like to discuss Firm Beliefs' services with any of our clients and we can send you their details.
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The issue
A set of chambers, successful in their field and well known and respected amongst their peers, clients and government for the quality of their legal work, were unable to deliver effectively on their strategic objectives. This was a major issue as clients were calling upon them to operate within new markets, especially as a result of the implications of the Legal Services Act and the opportunities that that provided for barristers to harness some of the work traditionally provided to law firms.
The outcome
The chambers is now structured along 'corporate' lines with streamlined finance, HR, Marketing and operational functions, integrated under one umbrella Management Team.
The process
A review was undertaken of the strategic objectives of the chambers. This involved ensuring that all barristers, despite having agreed to the new strategy, truly (1) understood the implications and (2) supported it. The implications of the change in their own behaviours that were needed if they were to achieve the successful strategy that they had signed up to were made clear. Buy in was obtained to allowing the 'management team', made up of a minimum of barristers, to project manage the entire process.
An organisational audit was undertaken, focusing on how each business function was (1) managed and then (2) coordinated in order to achieve strategic goals.
A new structure was put into place in phases, ensuring that the key client focused team of barrister and clerk was fully supported during all phases. Unless barristers were needed for specific issues of change, they were left out of meetings and planning sessions. They were happy to allow the management team to implement the changes.
Why it worked?
'Barristers' autonomy over how they conducted their legal work was not affected. Indeed, they saw that by delegating authority to the management team, they were able to do what they like best. By going back over the original strategic decisions and getting buy in, based on better understanding of the benefits of those decisions, the entire process was smoother.'
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