Why Strategy Now? To Address the Mid-term Emerging and Evolving Needs of our Clients
In recent decades, firms in the AmLaw200 have become chained to the short-term. They think, plan, and make choices with this fiscal year in mind, narrowly focusing on inorganic pathways to growth such as lateral recruitment, acquisitions, and mergers.
One way in which Seyfarth has differentiated itself, particularly in the last decade — since the inception of its efforts to apply Lean principles to the practice of law — is to look further out into the future.
The firm has made, and continues to make, deep investments in proactive response to the fundamental, structural shifts we see coming to the legal services marketplace. This commitment underpins all of our work on SeyfarthLean and our focus on driving real change and improvement in the practice, and of key importance, the business of law.
All of us at Seyfarth are proud of our efforts in innovation because we believe our body of work in this area represents living proof of our commitment to do the right thing for our clients — for the long haul and not just this fiscal year.
But as the pace of change accelerates, there is a need for us to focus more intently on the mid-term. Our clients increasingly need us to see clearly and think creatively to prepare our own teams and their legal departments for a future that is just around the corner — a period of about 1 to 3 years out. To enhance our ability to solve for the emerging and evolving needs of our clients, I’ve been charged as the designated scout and keeper of this critical time frame. As CSO, I will help the organization survey the short-, mid- and long-term views as appropriate — so that we can best align and drive our innovation efforts with unrelenting focus on the client.
We hope our efforts will spur others in the industry to seek meaningful change — knowing that ultimately, our clients will benefit most from this competition.
Hat tip to Daniel Martin Katz and Computational Legal Studies for the find.
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