Editor’s foreword

The first warm days of summer have arrived and with it a new optimism as we finally shrug off the cold dark days of winter. It seems appropriate, therefore, that this issue looks to the future of legal-service delivery, which, despite endless tales of woe, actually gives us plenty to look forward to.

Smaller firms often bear the brunt of gloom-laden predictions, with survival of the fittest proving a particularly popular phrase for the competitive mood of today. However, while some may struggle, others are using every opportunity to be innovative and forward thinking, with the appointment of non-lawyer chief executives becoming a familiar trend in the smaller and mid-tier firms. These business leaders, with wide-ranging experience across industry sectors, have been recruited for their ability to provide a fresh perspective, together with a broad knowledge of effective management techniques. With many lawyers having limited management experience and little desire to give up their fee-earning work, it seems sensible to bring in external expertise to drive the firm’s future success.

However, while the theory is sound, the traditions of the partnership structure create a different reality, as lawyers find themselves unable to relinquish the leadership role. The non-lawyer chief executive arrives with all kinds of plans for the future management of the business, but soon discovers there is little if any authority to the position. In effect, they become the firm’s chief administrator, a valuable role, but a far cry from leading the business and its people to greater profit.

Some might argue that a legal practice should remain in the hands of the lawyers who own and understand the business. However, the example of innovative firms such as asb law suggests that there are numerous advantages to having a non-lawyer business leader who has practical experience of the legal profession, and is dedicated to the management and leadership of the firm.

The chief-executive role will be debated for some time to come, but external business managers have long been employed in HR, IT and marketing roles, particularly in the larger firms. Indeed, the IT directors in this issue reflect just how much such figures are transforming law firms, expanding resources and improving internal and external services, while building security and durability into existing systems. A Department of Trade and Industry survey has revealed that many businesses are ignoring the growing problems in e-mail management (see technology news, page 8), but Damian Griffiths, IT director at Addleshaw Goddard, demonstrates that law firms are trying hard to manage the problems of security, volume and usage. It is refreshing to see law firms taking the lead to address such challenges, and it reveals a more forward-thinking attitude that such business managers are fostering.

Law firms are frequently criticised for their inability to change, but take a look beneath the surface and you will see a much more fundamental transformation taking place at the heart of the business. The effects on legal-service delivery are beginning to be felt and there’s every reason to look forward to the months and years ahead.

Caroline Poynton
Editor

Features

Chief among equals Free
Tales of doom and gloom prevail in the legal profession. Unprecedented levels of competition push the weakest firms to dissolution, while even the most successful legal business treads the boards of client expectation and dissatisfaction. For some, however, this is an opportunity for change – to embrace the business world and appoint non-lawyer leaders who can provide commercial acumen and strategic direction. Caroline Poynton talks to chief executives at asb law, Buss Murton LLP, Hardwicke Chambers, Whitehead Monckton, and the chief operating officer at Wiggin & Co, about their views on the legal profession, and how their roles compare to that of the traditional managing partner.

Keep on moving: Enabling mobile access and remote working Free
Working practices are changing and, as firms become more international, the demand for facilitating remote working, combined with an increasing employee demand for flexibility, means that firms are working hard to keep up with the times. Lee Hanley, IT director at Richards Butler, assesses the challenges of mobile working and suggests some practical ways for keeping firms in the fast lane.

Taming the beast: Regaining control of e-mail Free
Frustrated with your e-mail? Wondering why you ever started using it in the first place? Damian Griffiths, IT director at Addleshaw Goddard, argues that few firms, large or small, would say that e-mail is the perfect medium for them. He explains the challenges and suggests some ways in which firms might begin address a situation that threatens to spiral out of control.

Matter-centric management: IT hitting the bottom line Free
Law firms have traditionally invested in systems to manage various areas of the business, whether it be client relationships, document management or accounts. However, a new concept has arisen, business-process management (BPM), which focuses on integration as the key technology challenge of the day. Jonathan Swan, IT director at Browne Jacobson, assesses how BPM can move technology from back to front office, allowing fee earners and secretaries to seamlessly engage in processes that connect different systems through a uniform interface.

From the brink of disaster Free
Recent terror threats, together with the impact of 9/11 and the more recent Madrid bombings, have made firms far more aware of the necessity of disaster-recovery planning. Carolyn Lees, IT director at Kennedys, particularly focuses on the IT perspective of disaster recovery to suggest some effective action plans for facing the future with confidence.

Making a success of succession Free
Appointing the right leader for your firm is an absolute necessity for business success but getting it right is a tough task, demanding time, energy and a forward-thinking attitude. Noel Carroll, area director, London North and City, at Allied Irish Bank (GB), provides some guidelines on approaching this essential but difficult area of effective law-firm management.

An eye to the future Free
Market conditions are looking more favourable and firms are hoping this will herald a return to higher levels of profitability. For some this may be true, but not for all. David Temporal, a partner at Temporal Consulting, examines the basic requirements to ensure long-term profit performance.

Book review: Knowledge Management and the Smarter Lawyer Free
Thomas Collins, principal of Advocacy 2100, LLC, reviews Knowledge Management and the Smarter Lawyer by Gretta Rusanow

Regulars

Thought leader Free
Lord Clementi’s report is of immense significance to the legal profession as it impacts on regulation of the profession and business structures, together with the divisive issue of ‘Tesco law’.