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Business Planning for Law Firms

Heftet / 2009 / Engelsk

Produktdetaljer

ISBN
9781906355562
Publisert
2009-05-29
Utgiver
Vendor
Ark Group
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
94

Biographical note

PAUL GILBERT is the chief executive and founder of LBC Wise Counsel, a specialist management consultancy for law firms and in-house legal teams with a particular focus on change management, relationship management, strategic planning and personal development. LBC Wise Counsel predominantly acts for in-house teams in the UK and Europe with some activity in North America, too. In addition, Paul regularly works with law firms at partner conferences, training events and in a consulting capacity on issues such as business development and relationship management. LBC Wise Counsel is the company behind the groundbreaking LBCambridgeTM spring and summer schools for in-house lawyers at Queens' College Cambridge. For six years Paul was a council member of the England & Wales Law Society and was elected to the Society's main management board. He now writes and lectures widely on the changing face of the legal profession, including the threats and the opportunities following the passing of legislation in the UK that will facilitate significant change in the way legal services are organised and delivered. Previously, Paul was general counsel in two major UK financial services companies, and he has also held positions as chairman and chief executive of the national in-house lawyers Commerce & Industry Group. He is currently a trustee of the UK's national pro bono charity LawWorks. Paul has had two books and over 60 articles published in the UK, Europe, the US and South Africa.

Business Planning for Law Firms

Heftet / 2009 / Engelsk
Heftet / 2009 / Engelsk
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Managing Partner's new Business Planning for Law Firms report is a unique, no-nonsense guide. The report is written specifically to help you develop a business strategy that will not only sustain your law firm through tough economic times but make changes that will improve cost efficiency, productivity and client relationships. This highly-valuable new report, written by Paul Gilbert, examines the now significant challenges to operating a successful, competitive law firm and highlights important opportunities afforded by the changing legal landscape. By analysing successful business strategies in a variety of firms the report will help you establish new best practice and develop the right response for your firm. Subjects covered include: Resource planning, particularly people resources/human capital; Trainees - deferment, cancellation or business as usual? Preserving talent in recessionary times; Ensuring that your business plan is aligned with the needs of clients; Engaging heads of practice group and other relevant people in business planning; Threats and opportunities from the Legal Services Act; Procurement and differentiating your firm in a panel review; Refocusing/restructuring areas which have been affected by the downturn; Cost/fee models; Reviewing expenditure - what to consider when making cut backs; Emerging from the downturn with a strong and competitive market position; Ensuring support functions are adding maximum value. Is it wise to make cut backs on CSR, marketing, diversity, IT, etc.? Looking at short, medium and long term plans. This report provides a significant insight into the client point of view, with particular feedback as to what represents high quality, value added service from the client perspective.
Les mer
This highly-valuable new report, written by Paul Gilbert, examines the now significant challenges to operating a successful, competitive law firm and highlights important opportunities afforded by the changing legal landscape.
Les mer
Acknowledgements Chapter 1: Resource planning and the value of your people Managing talent in an economic downturn; Extract from The Lawyer (6 April 2009); Case study: BPP - preserving talent development in recessionary times; Extract from Legal Week (28 April 2009); Case study: Simmons & Simmons - there has never been a better time to launch talent development initiatives; SJ Berwin LLP: a talent development model for the training contract; Investing in people reassures clients; Ensuring that support functions are adding maximum value; Case study: LawWorks Charity; Chapter 2: Ensuring that your business plan is aligned with your clients' needs; Case study: BrookStreet des Roches LLP (BSDR) - the business plan; Chapter 3: The growing importance of the panel review process; Are panel reviews becoming the norm? Extract from In need of some direction - a guide to choosing a law panel; The four most common reasons to set up a panel; Panel preliminaries; Communication - keeping friends and momentum; The Invitation to Tender (ITT) or Request for Information (RFI); Shortlisting and the pitch presentation; Four common mistakes law firms make; What are some of the pitfalls to avoid in the pitch interview? Chapter 4: Creating a firm-wide strategy for your business plan; The power of the brand; Case study: Bevan Brittan - our 'Client Promises' Big is not always beautiful; Chapter 5: Adding significant additional value for successful client engagement; Legal Week online, 3 April 2009; The end of time; The Lawyer online, 2 April 2009; Legal Week online, 20 April 2009; Legal Week, 23 April 2009; ACC 'Value Challenge' Case study: Christie's - reviewing its external counsel; Christie's press release; Chapter 6: The business cycle of the economic downturn - preparing for recovery; The business cycle and the economic model; Extract from Sutherland's summary of the Turner review; Alignment with profitable activity and profitable clients; Differentiation from competitors; Innovation in service delivery and pricing; Lawyers skilled to be business consultants, not just competent lawyers; Leveraging know-how, not associates; Chapter 7: The law firm model following deregulation and post-recession; Legal Services Act 2007 - the talk of the century; Client-side inefficiency; Chapter 8: The business strategy; A CRD strategy; Internal review client evaluation; Communications; New business pitch; Needs analysis; Client-facing review; Behaviours and values; Chapter 9: The world has not ended; Service first; Teamwork; Value versus cost; It starts on day one; Think, not just about the legal issues, but about how the client works; Flexibility and feedback; Value-add conundrums; Networking; Drive for improvement; Communication expert; Appendix; A draft RFI document; Index.
Les mer

Relaterte produkter

Managing Partner's new Business Planning for Law Firms report is a unique, no-nonsense guide. The report is written specifically to help you develop a business strategy that will not only sustain your law firm through tough economic times but make changes that will improve cost efficiency, productivity and client relationships. This highly-valuable new report, written by Paul Gilbert, examines the now significant challenges to operating a successful, competitive law firm and highlights important opportunities afforded by the changing legal landscape. By analysing successful business strategies in a variety of firms the report will help you establish new best practice and develop the right response for your firm. Subjects covered include: Resource planning, particularly people resources/human capital; Trainees - deferment, cancellation or business as usual? Preserving talent in recessionary times; Ensuring that your business plan is aligned with the needs of clients; Engaging heads of practice group and other relevant people in business planning; Threats and opportunities from the Legal Services Act; Procurement and differentiating your firm in a panel review; Refocusing/restructuring areas which have been affected by the downturn; Cost/fee models; Reviewing expenditure - what to consider when making cut backs; Emerging from the downturn with a strong and competitive market position; Ensuring support functions are adding maximum value. Is it wise to make cut backs on CSR, marketing, diversity, IT, etc.? Looking at short, medium and long term plans. This report provides a significant insight into the client point of view, with particular feedback as to what represents high quality, value added service from the client perspective.
Les mer
This highly-valuable new report, written by Paul Gilbert, examines the now significant challenges to operating a successful, competitive law firm and highlights important opportunities afforded by the changing legal landscape.
Les mer
Acknowledgements Chapter 1: Resource planning and the value of your people Managing talent in an economic downturn; Extract from The Lawyer (6 April 2009); Case study: BPP - preserving talent development in recessionary times; Extract from Legal Week (28 April 2009); Case study: Simmons & Simmons - there has never been a better time to launch talent development initiatives; SJ Berwin LLP: a talent development model for the training contract; Investing in people reassures clients; Ensuring that support functions are adding maximum value; Case study: LawWorks Charity; Chapter 2: Ensuring that your business plan is aligned with your clients' needs; Case study: BrookStreet des Roches LLP (BSDR) - the business plan; Chapter 3: The growing importance of the panel review process; Are panel reviews becoming the norm? Extract from In need of some direction - a guide to choosing a law panel; The four most common reasons to set up a panel; Panel preliminaries; Communication - keeping friends and momentum; The Invitation to Tender (ITT) or Request for Information (RFI); Shortlisting and the pitch presentation; Four common mistakes law firms make; What are some of the pitfalls to avoid in the pitch interview? Chapter 4: Creating a firm-wide strategy for your business plan; The power of the brand; Case study: Bevan Brittan - our 'Client Promises' Big is not always beautiful; Chapter 5: Adding significant additional value for successful client engagement; Legal Week online, 3 April 2009; The end of time; The Lawyer online, 2 April 2009; Legal Week online, 20 April 2009; Legal Week, 23 April 2009; ACC 'Value Challenge' Case study: Christie's - reviewing its external counsel; Christie's press release; Chapter 6: The business cycle of the economic downturn - preparing for recovery; The business cycle and the economic model; Extract from Sutherland's summary of the Turner review; Alignment with profitable activity and profitable clients; Differentiation from competitors; Innovation in service delivery and pricing; Lawyers skilled to be business consultants, not just competent lawyers; Leveraging know-how, not associates; Chapter 7: The law firm model following deregulation and post-recession; Legal Services Act 2007 - the talk of the century; Client-side inefficiency; Chapter 8: The business strategy; A CRD strategy; Internal review client evaluation; Communications; New business pitch; Needs analysis; Client-facing review; Behaviours and values; Chapter 9: The world has not ended; Service first; Teamwork; Value versus cost; It starts on day one; Think, not just about the legal issues, but about how the client works; Flexibility and feedback; Value-add conundrums; Networking; Drive for improvement; Communication expert; Appendix; A draft RFI document; Index.
Les mer

Produktdetaljer

ISBN
9781906355562
Publisert
2009-05-29
Utgiver
Vendor
Ark Group
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
94

Biographical note

PAUL GILBERT is the chief executive and founder of LBC Wise Counsel, a specialist management consultancy for law firms and in-house legal teams with a particular focus on change management, relationship management, strategic planning and personal development. LBC Wise Counsel predominantly acts for in-house teams in the UK and Europe with some activity in North America, too. In addition, Paul regularly works with law firms at partner conferences, training events and in a consulting capacity on issues such as business development and relationship management. LBC Wise Counsel is the company behind the groundbreaking LBCambridgeTM spring and summer schools for in-house lawyers at Queens' College Cambridge. For six years Paul was a council member of the England & Wales Law Society and was elected to the Society's main management board. He now writes and lectures widely on the changing face of the legal profession, including the threats and the opportunities following the passing of legislation in the UK that will facilitate significant change in the way legal services are organised and delivered. Previously, Paul was general counsel in two major UK financial services companies, and he has also held positions as chairman and chief executive of the national in-house lawyers Commerce & Industry Group. He is currently a trustee of the UK's national pro bono charity LawWorks. Paul has had two books and over 60 articles published in the UK, Europe, the US and South Africa.

Relaterte produkter