We worked with the property team of a London city firm to analyse the way they handled a range of transactions, the leverage of the team, the way documentation was produced and precedents were used. Better working practices, more accurate estimates and the potential for higher profitability were the outcomes.
A medium size south midlands firm sought our assistance in shaping the right senior management structure when their long standing managing partner decided to retire. It was agreed that there was not a ready made replacement to take over in the same role. We helped them review the style of management that their business strategy required and the skills of the rest of the partnership team. We then led a series of discussion session alongside a tailor made management development programme. Without the need for divisive voting, a consensus about the new management team emerged at a facilitated partnership away day. The new management team is successfully moving the firm forward and we are developing a management programme for the next generation of partners.
An international city firm wanted to increase the contribution from and the morale of its young lawyers and in doing so improve its retention of talented individuals. We worked with the Training and HR professionals and partners to develop a development programme for rafts of lawyers between 2 and 6 years qualified in the UK and across continental Europe. The starting point was establishing a competency framework based on the input of the partners and the young lawyers themselves and which reflected the business priorities and culture of the firm. The resulting development centres generated highly positive feedback and resulted in higher retention rates.
We worked with a major international practice to develop improved working methods for cross border transactions.
For a firm looking to reorganise the structures and roles within two support functions, we adopted a 4-stage approach to managing change:
Phase 0 – Laying the foundations for success, where we helped by stipulating issues such as project governance, key performance indicators etc
Phase 1 – Building commitment to change, where we built a vision for the future and influenced key stakeholders by reviewing options and agreeing criteria for assessing the options
Phase 2 – Implementing the change in which we ensured quick wins and obstacles were tackled
Phase 3 – Consolidating change, by putting in supporting systems and processes to ensure the change sticks
The in-house legal department of a large transport organisation asked us to review the size, shape, working practices and training & development of the legal team. We held structured interviews with senior management, business users of the legal team’s services and the team themselves to develop an improved working structure for the team.
A leading London barristers’ chambers was not sure whether to appoint a traditional senior clerk or a chief executive to lead its support function. We worked with a committee of members and involved the existing clerking and administration team to develop an appropriate job and person specification. We led the recruitment and interview process which resulted in a successful appointment.