Tag Archives: Strategy

Three Boxes: a Clear Strategy to lead effective innovation in your legal practice.

Well worth watching.  Simple and rational – but I hadn’t looked at this clearly before.

At a time when the most successful lawyers will be those that become more pro-active in developing innovative ways of delivering legal services that give clients and business partners more value from using legal services … here is an interesting way to structure your thinking.  It should help you create more thinking time about new services, while also getting on with running the current business.

With this clarity, there is a better chance of making it happen!

To Innovate, You Have to Manage the Past, Present, and Future

Making CRM work for you. Whether you are starting afresh or re-launching your initiatives, we have the people and support to help you.

Client Needs AnalysisJust a reminder of the team we have available here at Inpractice UK to support your CRM and other business development initiatives:

Strategy, culture change, client research, employee engagement, planning

Cleansing & Managing Data, Implementing Technology

Sales & Key Account Management – hands-on support and training for your people to generate more business from  new prospects and existing clients.

Software tools to support employee engagement and development of new skills

TO FIND OUT MORE about our approach to implementing CRM, contact Allan Carton on 07779 653105 or at solutions@inpractice.co.uk

Is engaging your people high on your agenda for 2016? If it is, now is a good time to explore new options that can help you leapfrog competitors.

Employee EngagementIt should be!  Engaging people in what you want to achieve – when there is a lot of change and re-focusing of priorities needed – is a critical area of management where most law firms should be focusing right now …. but where is the best place to start afresh or re-engage? 

Let us help you explore how you can use some tools to make this happen (to keep the momentum going), with confidence.

Senior management in most law firms struggle to engage and develop people and to implement new business development initiatives on target.  Nobody feels they have enough time, but a lot of precious management time and energy is easily wasted through lack of consistent focus on what everyone is trying to achieve.  

The Challenges and the Opportunities for UK Legal practices – READ MORE HERE >>

It could be so very different, with Simitive to help structure and manage engagement, projects and development of people.

People – from the CEO or Managing partner to the office junior – work more effectively if they are helped to understand what they can do to make the best use of their skills and experience – and fill gaps as they become apparent; not having to wait for the next formal appraisal.

Many senior managers are too busy because they feel only they can do all of the jobs they do; eating up every second of the day. That does not make for a sustainable business. Management need to find a way to develop others around them to share the load, contributing more, with sound support to ensure results now and fill the gaps in skills and experience along the way.

Arrange a FREE Demonstration of Simitive for you and your team.

Simitive – developed and implemented successfully in other professional services sectors – provides a framework to support better and more effective, routine engagement of people in all aspects of the work they do;  fee earning, management, projects, personal and business development, mentoring etc.  Transparency and alignment of objectives and tasks enables managers to constantly review progress and provide input when needed, quickly adapting the plan by agreement as things progress.  Internal communication, collaboration and innovation all benefit too.

The Simitive solution comprises 3 key components to add structure to management of your practice:

  • Simitive ObjectivesSimitive Goals & Projects provide interactive, real-time management and monitoring of organisation, team and individual goals, objectives and projects. The system ensures that all organisational, team and individual goals and projects are clearly defined, agreed, visible and up to date, with a clear line of sight upwards and downwards through the whole organisation. Clients using Simitive Goals & Projects report a 20% saving in administration time, a 20% saving in wasted effort and a significant increase in the level of employee engagement on the desired outcomes of the organisation.Simitive Review
  • Simitive Review creates an on-going ‘living review’ that aligns with an individual’s goals and allows a more sophisticated, ongoing and adaptive way to communicate. Users of Simitive Review typically see completion rates increase to over 90%. At the same time the quality of conversations increases with over 85% or reviewees and reviewers reporting significant improvements in the quality and value of their appraisals.
  • Simitive LearningSimitive Learning Management helps law firms manage the SRA’s new competency requirements (that are replacing CPD), providing a real-time learning management platform that engages every individual directly in identifying, agreeing and completing learning and development activities.  It enables you to work together with your people to define what learning activity is required, when, and by whom.  It also chases your staff pro-actively to advise of training required.  Simitive’s Learning Management System (LMS) supports SRA-style behavioural, competency and skills frameworks, providing the platform for talent management and succession planning.

To arrange a demonstration contact Allan Carton on 0161 929 8355 or at acarton@inpractice.co.uk

“Where you can add value … all about technology” – Henk Potts, Barclays Economist

A lively review here from Barclays’ economist, Henk Potts reviewing progress in 2014 and looking ahead to 2015.  If key opportunities for UK SME’s flow from advances in technology, what does that mean for your legal business and for how you develop your relationships with your SME clients?


For the relationship with clients … you will only find out by asking them, but to make the most of the new opportunities that are opening up, you need to interpret what they say back into how you can adapt your use of technology to add more value to your services and your relationship with them.

For more from Barclays – go here >>

If you are interested in exploring how you can harness technology to add more value for your clients to generate more business – contact Allan Carton on 0161 929 8355 or acarton@inpractice.co.uk   Always happy to explore options with you with no obligation.

Don’t Ignore the Opportunities Created by Internal Networking … and Learn to Trust.

For a number of years now there has been a lot of chatter and activity around business networking – including how and whether to make use of social networking tools such as LinkedIn and Twitter. All good – the more networking the better (as long as it is relevant and targeted; lawyers in particular don’t get out enough (possibly in every sense of the phrase!)

However what many firms – both large and small – tend to constantly ignore is the importance and value of networking internally. Doing this effectively can radically improve results by enabling your people to tap into the existing client and contact relationships of others across the firm. To ignore the importance of internal networking means that you are failing to take advantage of the often significant personal connections that already exist within your firm.

Consider how much – both in terms of time and money – you spend on business development (sales and marketing). Again all good (mostly!). But consider also that you probably have a ready-made market for your services on your doorstep; untapped … and already known (personally in some cases) to your colleagues.
To penetrate this market doesn’t demand much of your time and costs little in financial terms.

Neither does it take a great deal of planning, strategizing, or navel gazing to get right – it really is a case of JFDI!

Ask yourself and then your colleagues the simple questions:

“Do we know what services our colleagues are offering … to which clients and sectors … and why they prefer using or working with us over our competitors?”

Before you answer this question – it is important to think about what you really know. Most of us broadly know what litigation is….and employment….and corporate/commercial. Real estate? Yes of course you know what that is. You may even have picked up a few interesting nuances about capital markets, IP or funds.

But what sort of work is your firm actually providing under these headings? Who are the key clients and referrers? In what sectors have your colleagues gained particular experience (or even fame?)

So what is the solution?

Well, there are a few basic ‘behaviours’ that you can undertake and changes that you can implement. For example:

  1. Consider ‘placing’ your lawyers in cross-practice groups (in terms of where they sit in the office) rather than having everyone in a particular discipline sitting together. This has the effect of broadening discussion and leads to people developing a deeper knowledge of what others to (and for whom).
  2. Have regular and informal group discussions at all levels in the firm – have coffee either ‘in’ or ‘out’.
  3. Create hubs within your office that take water-cooler conversations to a new and more comfortable level.

There is a host of things that you can do to create a better internal networking environment and which can be explored outside the word-count of this blog.

Fundamentally, however, it is essential to also generate MUTUAL TRUST with your colleagues in each other’s abilities to handle the new legal work and new relationships that will flow from this increased knowledge and understanding; and to ensure enthusiasm for the more collaborative behaviours I recommend here.

All lawyers need to take responsibility for making the decision to accept that other partners and colleagues are capable of helping their clients. The starting point in creating trust is to ensure that lawyers have an understanding of each other’s personal and professional networks; their achievements and client feedback; their PR and awards; their capabilities and their professional history.

The first step is a willingness – at least in principle – to trust your partners and colleagues. Once that has been achieved, you can start to work on a myriad of techniques and solutions to improve knowledge and create trust within your firm.

If you want to find out more about how to make these changes work effectively in your practice CALL 0161 929 8355 or complete this contact request form.

Leadership = “Be up to something”

This strikes a chord on leadership and business strategy and should be an inspiration for anyone in the legal sector who has a vision of what they want to do (differently) going forwards.

it comes from a very different SRA – Steve Radcliffe Associates. 

If you want to do it, we can help you make it happen.

Allan Carton