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The legal services industry is changing and, for most law firms, the greatest challenge is to remain competitive and profitable. This Special Report presents practical strategies to help law firms protect and sustain their profitability as shifting client expectations, advanced technology and global influences alter the status quo.Authors Norman Clark and Lisa Walker Johnson demonstrate that although the traditional factors influencing profitability remain valid, new strategies must be adapted in order to meet new financial realities. Key topics include:•Changes in the legal services industry•Pricing, productivity and cost management•Staff compensationThis report highlights what sustainable profitability really means and how it can be achieved in any law firm.
Seismic shifts in the legal services industry1. Introduction 72. Will the law firm of the future be a computer? 73. A diagnostic approach 11The six classic drivers1. Introduction 132. Old questions turned upside down 133. Diagnostic tools in a change-ready professional culture 20Pricing – classic driver #11. A thought experiment: £10 per hour 212. Are your fees low enough to be competitive and high enough to be profitable? 223. Low pricing: an unsustainable strategy 234. Are your fees high enough? 255. Value, not price 276. An agenda for a value conversation 297. Escaping the squeeze 32Productivity – classic driver #21. A thought experiment: the 80-hour day 332. Are you working too hard? 333. Is the billable hour obsolete? 344. What is the magic number? 365. Variation in productivity 386. The over-productive partner 397. Moving beyond the billable hour 438. Disruptive productivity 44Realisation – classic driver #31. A thought experiment: collecting every penny 472. Leaving money in the street 473. Realisation as a diagnostic indicator 534. Better profits through better realisation 55Cost management – classic driver #41. A thought experiment: operating a law firm for £50 per hour 572. Cost management in context 583. The temptation to slash costs 594. Pitfall number 1: not knowing what it costs to produce a legal service 605. Pitfall number 2: over-investment in multiple offices 636. Pitfall number 3: not keeping up with the technology 657. Pitfall number 4: ignoring partner performance issues 658. Pitfall number 5: slashing costs without managing risks 66Staff compensation – classic driver #51. A thought experiment: associate compensation in 2030? 692. Are associates becoming inherently unprofitable? 693. Looking through the wrong end of the telescope 714. It’s not about the money 725. Improving associate profitability now 736. Money into the bottomless pit 75Leverage – classic driver #61. A thought experiment: 40-to-1 leverage? 772. Finding the fulcrum 783. Technology, workflow leverage and the future of the law firm 82Being the change1. Introduction 832. Change-challenged or change-ready? 843. Paradigm shifts in the legal services industry 954. Is your law firm trudging silently towards oblivion? 995. Playing a poor hand well 100Notes 101About the authors 103
Susan Saltonstall Duncan, Susan Raridon Lambreth, Larry Richard, Michael Roster, Jonathan Fortnam, Neil Lloyd, Norman K Clark, Colin Jasper, Patrick J McKenna, John Sterling, Hannah Beko, Alex Davies
Susan Saltonstall Duncan, Susan Raridon Lambreth, Larry Richard, Michael Roster, Jonathan Fortnam, Neil Lloyd, Norman K Clark, Colin Jasper, Patrick J McKenna, John Sterling, Hannah Beko, Alex Davies