Ark Group/Managing Partner Magazine’s 5th Annual Practice Group Leadership Forum: Practice Group Strategy & Execution 2011

There are a number of potential disconnects between policy, management assumptions and real-world practice that can adversely impact practice groups. As law firms begin to shift from a cost-plus business model to a margin-based model, action plans must change accordingly in order to accommodate new client service standards and adapt to a “new normal” in which clients require more predictable pricing, better definitions of quality, alternate staffing of matters and more.

Does your firm invest in an institutional understanding of who its clients really are and how to properly address their needs? The performance of your firm or practice group is in many ways beyond your direct control. However, the role of strategy and leadership within a firm and within each practice group or client team is of paramount importance as you strive to provide superior value for your services. Ark Group/Managing Partner Magazine’s 5th annual Practice Group Forum will not only illustrate the need to invest time and effort in establishing new initiatives that drive higher operating efficiencies—but also demonstrate how practice leaders can achieve buy-in and build consensus around a vision—striving to overcome a high opportunity cost for its lawyers, separating financial goals from operational goals, and overcoming the inherent resistance to change.

Attendees of this forum will learn:

• How to bridge the gap that divides us from our clients by adopting value as part of the sales process—providing more focus on efficiency and satisfaction while minimizing time spent on RFPs and managing billable hours
• How to leverage client input to manage expectations, staff teams, and evaluate and enhance service delivery—capitalizing on opportunities to create new services and pricing models uniquely suited to the pressures that your clients are facing
• Where practice group leaders and section chairs fit into the LPM equation with respect to training and what you need to do to create the tools necessary to make project management work
• Client intake and segmentation strategies that support the client-service objectives of the practice
• How to develop and implement effective and strategic practice group plans that clearly identify action steps to positively impact your firm's value proposition, enhancing client satisfaction
• How to effectively communicate team strategy, holding group members accountable for achieving team and economic goals--transforming best intentions into best practices

LP's managing partner, Bryan Schwartz, will be presenting on: Client Intake and Segmentation Strategies that Support the Client-Service Objectives of the Practice

It is critical that the practice group (and particularly the section chair or PGL) be able to make accurate determinations of what they are good at, what the group is capable of doing effectively and what they should avoid. There are a number of potential disconnects between policy, management assumptions and real-world practices that can adversely impact practice groups. This case study driven discussion will illustrate the need for proper alignment of the practice group around a particular client focus—supporting both the goals of the structure (and firm) while wrapped around the goals of the client.

• Determining the market segment of clients (lower middle, middle market, upper middle or Fortune 500)
• Determining the type of client (by industry, target individual, i.e. CEO, CFO or in-house counsel)
• Determining key components (start-up, professional management, degree of capitalization)
• Aligning the group around intake standards consistent with decisions
• Attorney recruiting alignment with client focus

Click here for the full program agenda and registration information.