A major international law firm established Client Focus and a corresponding Team Approach to clients as one of its major strategic initiatives. It needed to overcome several hurdles, however. These included organizationally distinct practice areas that rarely worked together, metrics and incentives that inadequately measured and rewarded team behavior, and a lack of a systematic client planning process.
Andrew and the firm’s executive committee worked together to create a multifaceted client focus program. Some of the elements included:
This program has resulted in far-reaching changes to the way the organization’s professionals think about and manage their client relationships. Significant new opportunities with existing clients have been identified and captured as a result of the greater integration between disparate parts of the organization and a more strategic approach to managing major relationships. Revenues from clients with assigned teams have grown at three times the rate of the firm as a whole.