How have a broad range of legal businesses in the mid-market handled the increased pace of change, and all the pressures that brings, rapidly introduced and building steam since the early days of a global pandemic?
Which changes would they now especially like to retain in the next phase of their growth plans, and where would further supportive change be of benefit to tomorrow’s business and workforce models?
Briefing has put these questions to a range of business leaders at a sample of leading law firms in our latest special report, including those at Burges Salmon, TLT, Taylor Rose MW, gunnercooke, Weightmans and Fletchers Solicitors.
With future conditions still far from certain, some are now planning their strategic courses further into the future to remain more flexible to respond to circumstances. Others talk of potentially repositioning certain change projects within the overall pipeline in a bid to head off any concerning ‘change fatigue’ that could cost employee engagement. But although a more widespread ‘change mindset’ may be in greater evidence in the corridors and collaboration channels of law firms than was once the case, one thing about which the majority of leaders are clear is that they can’t take their people’s acceptance of a firm’s position on anything for granted. Buy-in to change itself requires investment.
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