Legal Services > Consultancy
Strategic reviews and decisions - big picture first
A niche ten partner and fifty lawyer firm were at a crossroads and wanted to crystallise their direction for the next few years. Although well managed, like many firms of their size, in the UK or elsewhere, they lacked the direct experience of 'strategy' to do that with confidence. They were also concerned that strategic discussions can often result in partners feeling unhappy with each other as they discover the way forward. They asked Firm Beliefs to steer them through the process. More
Ensuring efficient business functioning within and across the organisation - then ensure you deliver across all support systems
The London office of a top UK law firm were concerned with the quality of integration and support given to their lawyers by their professional support functions across the board. They asked Firm Beliefs to help them with finding out what to do and then in hands-on facilitation of lasting improvements. More
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. More
Marketing issues - new opportunities, markets and clients - delivered well
Firm Beliefs were asked to advise a small, 10 partner, firm in the north east. They had expanded quite significantly over the past 3 years, taking over a series of smaller but profitable firms. However, existing work was declining and new work was not being harnessed as well as it should. More
HR issues - without effective people, you have no business
We were asked to design and deliver a performance management programme and review the role that bonuses/reward schemes played within the firm. We also designed a skills development programme for the firm. Whilst there existed within the organisation pockets of excellence in terms of commercial awareness, this was neither being monitored across the organisation nor shared. There was no performance management process in place in relation to commerciality and business skills. More
Contact Gareth Mason or Sara Dixon
