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

Many law firms will have conducted some form of strategy review within the past five to ten years, with limited success. As a result, their partners and leaders may be resistant to further reviews, arguing ‘we tried this before and it didn’t work’. Failure to implement can become a vicious cycle: if the firm has a history of uncompleted projects, partners will tend to keep their heads down when a new project is introduced and bide their time until yet another initiative bites the dust.

There are a number of ways to revive or kickstart stalled projects. Persistence is certainly necessary, and ...

Jean-Yves Gilg
Editor
Solicitors Journal

This article is part of a subscription-based access, to continue reading, please contact your library