Survival in tough times requires law firms to rethink how they develop their strategies and implement consistent working practices.  This article suggests seven ways in which firms can develop a one-firm approach and bring to bear consistent methodologies and processes to client matters.

A firm’s intangible assets can be defined as its ‘intellectual capital’ – its resources and capabilities made up of its human capital, its relational capital (which includes clients, brands and networks) and its structural capital (which includes its processes, working methodologies and culture). This article explores how the effective application of the firm’s intellectual capital can confer sustainable competitive advantage for a firm if harnessed and organised correctly

Strategic documents of law firms often are a patchwork quilt made up of many separate plans and business recipes — sometimes as many as there are partners in the firm. This short article provides a simple way of testing the effectiveness of a firm’s strategy.

This article suggests seven ways in which alliances and networks can provide a more seamless and integrated service to their clients

No governance structure can entirely prevent disasters occurring but a coherent and balanced management structure clearly helps if aligned to the strategic and business needs of the firm and which contains the appropriate provisions for mature and sensible accountability. This article (2007) examines the issue of governance in the growing law firm and suggests some possible management models.