Execution
and Change Management
Execution is the heart
of successful strategy and of operational and financial improvement. The drivers
are organizational and cultural. On occasion, there is knowledge missing.
More often than not, the problem is with the accountability for action. We
assist with
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writing
and implementing group plans, including 90-day plans
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building
multi-office teams
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managing
non-billable time
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linking
compensation and results
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building
strong administrative teams
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For further information
on developing and executing change management initiatives, contact Richard Stock at rstock@catalystlegal.com
(416) 367-4447, ext. 1.
Articles on Execution
and Change Management
"Gaining a Competitive Edge"
Lexpert, Toronto, ON.
Volume 7, Issue 10, September 2006
The configuration of
practice groups should reflect the firm's business plan. Group leaders must
invest more time in leading / managing the members of the practice group.
Introducing financial and non-financial objectives for the group is
essential to gain a competitive edge in the market. Many of the objectives
will need to anticipate the priorities of the primary clients of the firm
and of the group members.
"The Will to Get Things
Done"
Lexpert, Toronto, ON.
Volume 7, Issue 7, May 2006
Energy, focus and
discipline must be introduced to manage a highly decentralized organization
like a law firm. The article discusses the role of firm leadership and the
effect that the stigma of non-billable work in managing a law firm has. A
framework to manage sustainable growth is presented for use by firm
management. Clear roles are essential for those who are responsible,
accountable, supportive, committed or informed to get things done.
"The Knowing-Doing Gap"
Lexpert, Toronto, ON.
Volume 7, Issue 4, February 2006
Based on the works of
Jeffrey Pfeffer and of Robert Sutton, the article applies the five causes
of the knowing-doing gap to law firms and to law departments. The straight-talk
trap finds waiting and planning substituting for action. The commitment
to the past re-affirms a firm's social identity and culture (when memory
substitutes for thinking). The third cause is when fear prevents
acting on knowledge and the fourth is when measurement obstructs
good judgment. The final gap is when internal competititon turns
friends into enemies.
"Time Accelerates"
National,
June/July 2004
As firms age, some are
considering innovations to lure the talent and the capital that will ensure
their sustainability as a business. The article provides detail on five of
these: lateral recruitment, changing the criteria for partnership, the use
of formal practice plans, securing commitments for partner retention, and
significant (25%) improvements to profitability.
"Curing FTI (Failure to Implement)
Disease"
National, October
2003
Law firms prize
individuality, personal achievement and harmony. This makes the
introduction of business and management practices a real challenge as the
firm grows. Failure to implement (FTI) disease affects even the most gifted
professional. Prevention is easier than cure. There are many symptoms and
most of them are clear. Discipline, follow-through and time are combined
with other specifics described in the article.
"Nothing is Hard-Wired"
Lexpert, July /
August 2003
Relationships with
clients depend on a blend of reputation, competence, chemistry, cost and
service. Getting work from another firm's client depends on finding out
what the clients will focus on in the next 12 months. Some firms take a
long-term view and introduce more junior and technical staff to the client.
Too many professionals do not effectively report their achievements to
their clients, thereby creating an opportunity for competitors.
"Good Management is
Hard to Get - and Keep"
Lexpert, June
2003
There is good evidence
that investing in professional positions to deal with many non-billable
professional matters pays dividends. The freed-up time can be spent on
business development and on building up competencies. The article advocates
practice groups even in small firms. It goes on to define non-traditional
responsibilities for Managing Partners, supplemented by 4-5 measurable
objectives.
"Are Managing Partners
Obsolete?"
Lexpert, Toronto, ON.
Volume 1, Issue 5, February 2000
The role of managing
partner has evolved away from firm administration toward leadership and
strategy. There are two important strategic considerations: knowledge
management and a focus on learning.
"Innovation in Legal
Services - Doing More With Less"
Inside Counsel,
Summer edition, 1997
Pressures faced by
General Counsel within their organizations: the pressure to innovate,
manage/reduce resources used to provide services; how external counsel can
help law departments deliver greater value to their organizations;
suggestions on how General Counsel can demonstrate innovation and
communicate its value to the organization.
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