Page 35 - MASTER COPY LEADERS BOOK 9editedJKK (24)_Neat
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Leaders in Legal Business
Using Consulting-Related Fields for Effective Implementation
Implementation work means helping to get things done. For example, when a new invoicing and
collections process has been designed and decided upon, implementation is about ensuring the process works, the
IT works, the partners comply, and that the new process works in the most effective and efficient way possible.
The consultants who designed the solution often do this implementation work. It is usually most effective for this
work to be done in conjunction with disciplines that are closely related to consulting. Often the line of what is
“proper consulting” and what is not can be fluid. In our experience, it makes little sense to be purist about it; what
matters is what helps the client overcome the challenge or reach the goal, not what label we as professionals put
on the type of work being done.
Some of these related services are covered elsewhere in this e-book; we only touch on a few examples
here:
Training: This involves the transfer of skills. In our experience, law firms and lawyers absorb knowledge
easily; acquiring skills is more difficult, especially if this involves changing how lawyers work in their day-to-
day client matters. For example, implementing a consulting project about how partners should price their services
to achieve higher matter profitability nearly always involves an element of training in assessing price sensitivity
and using an IT tool for discount/premium analysis for the implementation of the consulting project to be effective.
Coaching: In the consulting context, coaching involves a one-on-one or team-level resolution of barriers
that hold back that individual or team from achieving certain goals. In the pricing example above, one-on-one
sessions with practice leaders can help them work with and manage those partners who are reticent to engage with
a discount/premium analysis for their matters.
M&A and executive search: When a law firm seeks to acquire another firm, be acquired, or seeks a
merger of equals, it may engage a consulting firm that specializes in M&A advisory services; it may also engage
with an executive search firm, or it might try a combination of both. When opening up in a new city or seeking to
extend into a new practice area, the firm may also engage with an executive search firm to find the right talent.
This is a good and effective route. Here, the lines of where consulting ends and M&A advisory or executive search
begins may be fluid and not transparent. It is best if the firm’s advisors work together to define and achieve the
best outcome. Good M&A brokers and executive search firms will work with firm management and its
management consultants, accountants, and other specialist advisors to ensure that the project is well defined and
that the firm’s objectives are achievable. A battle among advisors for “the lead” rarely provides a good outcome
for the client.
Interim management and non-executive directors: For some types of needs, it is more cost-effective
to hire an interim manager than a consulting firm. This works well where the challenge or goal is well defined,
the firm has agreed on a path to action, and the interim manager is to lead the implementation. The key challenge
for most interim managers is that they very quickly become part of the firm’s internal political system and thus
may be viewed by some partners as “having an agenda.” Experienced and professional interim managers know
well how to best apply their “external internal” status, implement the change that is needed, and then turn their
brief over to a permanent hire before going to the next assignment.
What You Should Always Expect
No matter how a consulting firm or solo consultant works with you, you always should expect that the
consulting firm is focused on your firm’s challenges and goals, and that the consultant has your firm’s best
interests in mind. This sounds like “motherhood and apple pie,” yet one of the biggest complaints that we hear
from our clients about working with consultants is that the additional hour or the additional day charged is more
28
Using Consulting-Related Fields for Effective Implementation
Implementation work means helping to get things done. For example, when a new invoicing and
collections process has been designed and decided upon, implementation is about ensuring the process works, the
IT works, the partners comply, and that the new process works in the most effective and efficient way possible.
The consultants who designed the solution often do this implementation work. It is usually most effective for this
work to be done in conjunction with disciplines that are closely related to consulting. Often the line of what is
“proper consulting” and what is not can be fluid. In our experience, it makes little sense to be purist about it; what
matters is what helps the client overcome the challenge or reach the goal, not what label we as professionals put
on the type of work being done.
Some of these related services are covered elsewhere in this e-book; we only touch on a few examples
here:
Training: This involves the transfer of skills. In our experience, law firms and lawyers absorb knowledge
easily; acquiring skills is more difficult, especially if this involves changing how lawyers work in their day-to-
day client matters. For example, implementing a consulting project about how partners should price their services
to achieve higher matter profitability nearly always involves an element of training in assessing price sensitivity
and using an IT tool for discount/premium analysis for the implementation of the consulting project to be effective.
Coaching: In the consulting context, coaching involves a one-on-one or team-level resolution of barriers
that hold back that individual or team from achieving certain goals. In the pricing example above, one-on-one
sessions with practice leaders can help them work with and manage those partners who are reticent to engage with
a discount/premium analysis for their matters.
M&A and executive search: When a law firm seeks to acquire another firm, be acquired, or seeks a
merger of equals, it may engage a consulting firm that specializes in M&A advisory services; it may also engage
with an executive search firm, or it might try a combination of both. When opening up in a new city or seeking to
extend into a new practice area, the firm may also engage with an executive search firm to find the right talent.
This is a good and effective route. Here, the lines of where consulting ends and M&A advisory or executive search
begins may be fluid and not transparent. It is best if the firm’s advisors work together to define and achieve the
best outcome. Good M&A brokers and executive search firms will work with firm management and its
management consultants, accountants, and other specialist advisors to ensure that the project is well defined and
that the firm’s objectives are achievable. A battle among advisors for “the lead” rarely provides a good outcome
for the client.
Interim management and non-executive directors: For some types of needs, it is more cost-effective
to hire an interim manager than a consulting firm. This works well where the challenge or goal is well defined,
the firm has agreed on a path to action, and the interim manager is to lead the implementation. The key challenge
for most interim managers is that they very quickly become part of the firm’s internal political system and thus
may be viewed by some partners as “having an agenda.” Experienced and professional interim managers know
well how to best apply their “external internal” status, implement the change that is needed, and then turn their
brief over to a permanent hire before going to the next assignment.
What You Should Always Expect
No matter how a consulting firm or solo consultant works with you, you always should expect that the
consulting firm is focused on your firm’s challenges and goals, and that the consultant has your firm’s best
interests in mind. This sounds like “motherhood and apple pie,” yet one of the biggest complaints that we hear
from our clients about working with consultants is that the additional hour or the additional day charged is more
28
