Law firms are among the slowest industries to adopt new and modern workplace strategies, according to BDO's 2018 Law Firm Workplace Survey. The survey reports that only 8% of law firms have adopted flexible seating options, only 12% have updated back office systems and only 39% incorporate employees in finding and implementing workplace strategy solutions. However, the firms that have adopted workplace solutions have shown workplace strategy to be a competitive differentiator, and these firms are leading changes in the industry.

“Business professionals and outsourcing firms are becoming increasingly important in the law firm landscape as firms look for ways to bring fresh perspectives to shape their overall strategy, as well support business development efforts,” David Bradford, managing director in BDO's corporate real estate advisory practice. “The most successful c-level leaders are adding significant value to client pitches by demonstrating the differentiating operational support that a client will be given, such as tools or technology that will be shared by the client and law firm.”

Leadership, however, is integral to realizing these changes in workplace strategy, and that is the challenge law firms are facing. “This can only be achieved by operations leaders that have transitioned the critical, but not differentiating non-core functions, allowing capacity to focus on strategic, client-facing activities,” explains Bradford. “While a handful of different business models exist today across the legal landscape, there is a growing trend of exploring various structures that utilize outsourced support to manage services that fall outside of their core capabilities. This enables leaders to focus on what matters the most: their clients. It is a question of pace, as firms are adopting progressive back office strategies, but gaining consensus throughout a firm as to the business case and reality of achieving desired outcomes.”

Leadership will also shape employee interaction in these decisions. According to the survey, which polled 30 law firms, employee amenities in buildings and proximity to clients being the least considered factors when developing a workplace strategy, but these factors can also be crucial to the success of the firm and retention of quality talent. “Much has been said about law firm leadership structures and operating models. Many leaders of America's largest firms who are managing multi-million-dollar businesses are too often thrust into a leadership role without adequate planning time, training or clear job descriptions,” adds Bradford. “Leadership is being pressed to address innumerable day-to-day matters, while simultaneously expected to serve as a strategic counselor to colleagues. It is a case of being pulled into too many directions and needing to establish priorities, with areas such as talent retention and engagement not always as high on the list compared to other industries.”

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Law Firms Slow to Evolve Office Structure

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