For most lawyers, business development can often feel like a second job. It competes with the demands of practicing law, billable hours, and the never-ending
Law firms have weathered plenty of change — but the convergence of economic uncertainty, shifting client demands, disruptive technology, and mounting pressure on DEI and
As law firms and their clients face a more uncertain economy and the possibility of softening demand, investing in a stronger, more connected client experience is not just good practice—it’s a smart, strategic investment.
In a business landscape defined by rapidly evolving technology, shifting client expectations, and relentless performance pressures, law firms face a critical choice: continue optimizing operations for efficiency alone, or invest in the one asset that truly drives long-term value—people. The law firms that will lead tomorrow aren’t just embracing innovation; they’re cultivating environments where individual lawyers and staff can truly flourish. But it would be foolish to dismiss this as a soft, idealistic notion – it is a business strategy grounded in data and measurable performance.
In uncertain business times, consistency and predictability are paramount. I would argue that predictability is a better measure of long-term success than record-setting profits. Law firms cannot afford to take a reactive approach to business development. Consistent investment, a focus on diversified business development efforts, and a commitment to fostering a culture of business development are keys to long-term success.
Law firm strategic planning has a bad rap. Many firms spend significant time, energy, and resources developing a strategic plan only to see it falter.
