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Career Journal: Professional Management

By Carrie Mandel
May 29, 2012

Law firms have a problem. As they merge and grow larger, they need to improve how they serve their clients and how they manage themselves. Their clients compare them with their accountants and consultants ' how they gather and share knowledge, how they set prices, how they manage projects ' and wonder why they lag. Faced with more competitive pricing and the consolidation of many law firms to create larger-scale national and global players, the pressure on infrastructure, processes and talent to support enhanced service delivery is mounting.

“The expectations are clearly higher ' clients are paying more attention to their legal bills,” says David Allgood, EVP and General Counsel of Royal Bank of Canada. “Law firms are trying to better project-manage, but in many cases it's just glorified budgeting.”

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