The idea that law firms should seek client feedback is hardly an innovative concept. So why does anecdotal evidence, as well as industry research, continue to show that many firms are not actively and routinely engaged in capturing this meaningful information?
Discussion of a survey that highlights what the client is really thinking, and how law firms can effectively respond.
One aspect of law firms that is becoming increasingly of interest to clients — and an area that might offer opportunities for differentiation — is law firm commitment to increasing and sustaining diversity.
The art of speaking, understanding, asking and developing dialogue has been eliminated in this fast-paced, quick-reply, "do it now" universe we now live in. Sure, we can communicate around the world in seconds, and conduct business at extraordinary speed; however we have lost the "human" elements of conversation. And it matters!
How to Leverage Technology to Showcase Them
From following up more effectively to communicating with greater frequency, the elements of distinction are well known, but often poorly executed. Those who embrace them, even imperfectly, are likely to rise above their peers.
The law firm business model of the past is under attack. Slowly, private legal is responding with things like developing knowledge management systems, establishing jobs for data analysts who can establish pricing of services and beginning to look at ways to outline workflows and processes. Unfortunately, corporate clients are impatient and are beginning to push harder for improved efficiency and increased speed of service delivery.
Given the level of focus placed on client teams, industry teams, and client feedback by our law firm clients over the past 18 months, it would appear that firms are not only seeking out the voice of the client, but they are listening and taking action.
The role of chief strategy officer (CSO) — increasingly common in corporate America — has been adopted by relatively few law firms. Consultants say perceptions of what the position entails and whether it's necessary vary widely throughout the legal industry.
No longer are law firms the only option for clients with legal work; they now have a wider menu of providers from which to choose. But what are the contours of that Alternative Legal Services (ALS) market? How are these new providers being used by corporate clients and law firms? What's driving that usage? And what does it mean for traditional law firms?
Absent the willingness or inability of first tier partners to create an environment in which blossoming attorneys can achieve their personal, professional and economic objectives, the likelihood is that these very attractive partners may leave to join other law firms.
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