It seems like there was some sort of psychic alignment in the UK legal blogging community last week.
As the news came rolling in on changes facing the UK market (Neil Rose’s site Legal Futures is often a good place to start), the Entrepreneur Lawyer Chrissie Lightfoot wrote a great post about the disruption and fear facing the profession. Julian Summerhayes then followed up with a thought provoking piece on the need to avoid apathy in client relationships.
All the time my mind was whirring with two related themes – massive change, and the need to do something.
The first message that I really (really) want to get across is that change in the profession is happening NOW. I mean right now.
Many of the lawyers who are waiting for the full implementation of the Legal Services Act with a “let’s just wait and see” attitude are either deliberately burying their heads in the sand, or are sleepwalking through a time of significant change, leading to both opportunities and threats.
Just look at the recent headlines:
- Google ventures has invested in Rocket lawyer (yes, that’s Google)
- Law firms like Axiom and BLP’s lawyers on demand offering in-house teams very different ways of resourcing their legal needs
- Legal Zoom making headlines as to whether online legal documents could constitute the unlicensed practice of law
- The Co-op testing the provision of legal advice in bank branches
- Magic circle law firms both outsourcing work and transferring support functions offshore
- Integreon announcing Thomas Eggar has joined CMS Cameron McKenna, Osborne Clarke, Beachcroft, TLT Solicitors and Morgan Cole as outsourcing customers of their shared support centre
- Quality Solicitors going to market with a presence in WH Smiths newsagents
Take a step back and take a fresh look.
This is change that’s happening right now.
It’s not round the corner.
It’s not things that might happen.
The other point that’s really important to grasp, is that the change is affecting the whole profession. It’s not just a B2C issue, there is fundamental change going on all through the profession. From the sole practitioner whose livelihood is threatened by consumers being offered quicker, cheaper and easier solutions from competitors that didn’t exist three years ago, to the multi-million pound law firm facing disaggregation of the large scale projects that used to be the foundation of the partner’s seven figure salary. The change is real and far-reaching.
Finally, please trust me when I say that there is much, much more going on which is not public at the moment.
Since I left practice as a lawyer, I’ve been fortunate to be involved in the profession in a number of different roles, including consultant and LPO provider. Some of the conversations I’ve had with law firms, in-house teams and other consultants have shown me that there is some really forward thinking going on in the background, leading to business models being re-engineered and investment being secured.
So why are so many firms not doing anything?
Well, putting aside the difficulty many law firms have with change generally (which I’ve written about before), and some of the negative behaviours driven by the hourly rate billing model, I think there are a number of other reasons why it’s not top of mind for every law firm partner.
The first is that there are more pressing short term challenges. Cash flow being one of them. The last two to three years (depending on the make up of your practice) has been incredibly tough, and amidst the restructurings and insolvencies, there are plenty of firms that quietly weathered the initial storm but are finding things getting harder and harder as the road out of recession continues to be a slow one. Whether it’s cash flow, refinancing or opportunities for consolidation, short term survival is often the top priority.
Another reason is that it’s just plain difficult. The market is moving at a tremendous rate now, with new competitors, new technology and regulatory change coming in waves. Just keeping on track of the environment is tough enough, let alone analysing it and working out how to respond. Many firms don’t have strategy experience in-house (and there was a great article this week on how forcing strategy work on non-strategic thinkers doesn’t often work out) and I suspect many just don’t know where to start.
But whatever the reason, now is the time to act. The speed of business these days is too fast to wait and see.
Much has been written about the change in the product development world and the speed to market imperative (“fail fast”) – how it’s no longer realistic to test extensively to get a product perfect before launching.
The parallel I’d draw here is that now is not the time to assess the market to nth degree, and then craft a perfect strategy over the coming months, before pulling together a detailed project plan and implementing through the annual budget cycle. All of these steps may well have merit, but given how fast the market is moving, it’s more than likely that by the time you’re done, you’ll be too late. The opportunities (of which I believe there are many) will have passed, or the threats manifested.
So to wrap up, now’s the time to act. Block out an afternoon and at least do some thinking, or if you’re not at the thinking stage, some sensing to find out what’s happening in your market segments. Then take the lead and turn thinking and dialogue into action.
- A shiny new law firm (intelligentchallenge.wordpress.com)
- Small Firms, Big Lawyers: The Power of Small Firms (abovethelaw.com)