Strategy for Law Firms

How can we help?

Having an agreed strategic plan in place is the start of any business’s journey to success. The owners of the firm should share an agreed vision based on where their strengths and opportunities lie. From this starting point a plan can be developed that should be the backbone of activities for the whole firm.

Membership of Symphony Legal begins with a strategic review to help you to identify your strengths and opportunities and agree the appropriate path that you should take. Some members will choose to use the review to put together their own plan and implement it themselves. Others choose to engage our consultancy services to help them through this process.

We can assist in the following way:-

  • Facilitating Partner/Board meetings or Partner strategy days
  • Development of your business plan
  • Implementation of your strategic plan
  • Succession planning
  • Support with lateral hires, partner exits, mergers, acquisitions, valuation and disposals
  • Tackling management concerns and issues
  • Crisis Management
  • Financial Management

Depending on what works for you we can agree a monthly retainer or quote for a one off project.

What to do next

If you are not already a member then JOIN NOW and we will arrange for you to have your initial member review. From here we will agree what further consultancy support would be suitable for your firm and then provide you with a proposal and quote based on these discussions.

If you would like to talk to someone before joining, or are already a member of Symphony Legal and are looking for additional support, then complete the contact form below or contact Kayleigh Maggs ( who would be happy to talk through options with you.

Example projects

Example 1

Solicitors with 9 partners in a traditional partnership were looking for a facilitator to add value to their annual partner retreat. They knew they needed to change but could not agree as a traditional partnership the direction they needed to go in. Four of the partners were coming to retirement within the next twelve months and their partnership deed allowed for partners retiring to withdraw their capital account at the time of leaving. The partners were good friends but failed to address the fundamental issue that if the above were to happen then the firm itself would probably not survive.

The day was facilitated and an agreement reached for the partnership to convert to a limited company and the four partners concerned withdraw their capital accounts over a five year period.  This solution ensured both the survival of the firm and a working solution for the retiring partners.

The Managing Partner quoted “we were all friends in a collegiate business relationship and refused to address the fundamental issues that could have destroyed our practice. Without this facilitation we could not see the wood for the trees within the partnership and an external facilitator, without the emotional attachment, enabled us to find a solution. We are eternally grateful to you for enabling this change”.

Example 2

A seven Partner practice needed a strategic planning session to enable all the partners to recognise the strength and weaknesses within their practice. The day was a success, with the partners recognising what needed to be done. However, they had neither the time nor the skills to implement change within the practice.

We used our highly qualified professional consultants to implement these changes. The practice would not have been able to have afforded such skilled professionals as employees, however to be able to draw on these skills on a monthly basis allowed the LLP to action what had been identified during the strategic planning session and to evolve into a new world of corporate governance.

The strategy day identified a number of key issues and once the partners appreciated their vulnerability under the traditional model then they willingly bought into the need to change. We were not only the catalyst for change but also helped implement the strategic plan. Without the monthly support, and more importantly accountability, on a monthly basis they would have continued as they were because it seemed to be the easiest option. Over two years later they are a very different proposition, have the correct corporate governance and are more profitable.