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Refining your portfolio of management projects can require difficult choices

By Nick Jarrett-Kerr, Visiting Professor, Nottingham Law School

26 February 2013

The majority of law firm leaders want to be liked and to pursue strategic objectives that are popular and engaging. The danger however is that, in trying to please everybody, the managing partner ends up with an overly broad set of strategies and initiatives that lack sufficient focus in any one area to have a good chance of implementation success.

By trying to run multiple strategies to satisfy all constituents, the firm ends up both with a batch of uncompleted or half-finished projects and a handful of only moderately well-executed initiatives.

What differentiates the best from the mediocre in terms of project execution is the discipline of linking the firm’s overall strategy with a tailored (and not too large) portfolio of projects and initiatives that directs the scarce investment resources of time and money to the firm’s strategic development and towards the...

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