A law firm with eight partners and a longstanding reputation had a desire to grow. They achieved this by acquiring several small firms in the area, hiring attorneys from other firms that came with books of business, and young attorneys fresh out of school. They accomplished the goal of increasing revenues, but slowly and steadily unrest among the partners developed. Little attention had been paid to how this growth would affect their culture, direction, or productivity.
Working with the senior partners through a Strategic Planning Process was the answer. Developing a clear Vision, Mission, Purpose, and Values for the firm became the foundation. It became clear that the partners each had a vision of growth, but it was not a consistent, unified vision – each partner had a differing opinion.
Companies where leadership and management do not share the same vision often derail without realizing it. Methods were used to gain input and information from junior partners, associates, and employees. This provided better communication and enhanced buy-in from all.
The process involved working through their Value Proposition, Financials, Sales Process, Marketing, and 
Personnel to determine gaps in processes and people. KPIs were developed for each area. Implementation plans were put in place as well as accountability checkpoints. The 1 / 3 / 5 year goals helped to develop a healthier culture within the firm and remove the silos that often occur as a result of growth by acquisition. As a result, the firm was able to share a common vision that each attorney and employee could aim for in their day to day activities.
If you would like to discuss the planning process, contact Michael & Mary