more than strategy…
We help you get the results your law firm needs today and beyond.
Managing partners, senior partners, and other law firm leaders tell us that traditional strategic planning methods no longer work well.
They often produce, at best, disappointing results. In some instances, a firm's three-year strategic plan is obsolete after a year. Other firms develop what appear to be solid strategic plans, but they cannot implement them.
Our clients also have told us that:
Traditional strategic planning methods are too time-consuming, often taking up to a year just to develop and agree to the strategic plan. Law firms are understandably reluctant to commit to hundreds of thousands of dollars in consulting fees and partner time to write a document that may or may not produce results.
Too many law firm strategic plans are superficial, uninformed exercises in wishful thinking, conjured up at a weekend retreat or a partners meeting. The partners seldom dig deeply enough into the client base to identify realistic opportunities, or into the firm's internal organization and culture to determine whether the firm has the resources needed to achieve the desired results.
Many traditional plans ignore measurements, making it harder for the firm to determine whether the strategic plan has changed things for the better, or just changed things.
Sometimes the firm's strategic plan is really just the work of a small group of partners, but never gains the enthusiasm or support of their colleagues.
In worst cases, it is cut-and-paste job written entirely by consultants, with little or no input from the lawyers or the clients whom they serve.
a better way to better strategic results
Walker Clark members have been advising the legal profession on strategic planning and implementation for more than 30 years.
We offer a range of focused strategic services that help our clients to achieve the best possible return on the investment of time, intellectual energy, and resources. Each of our strategic services is built on these bedrock principles:
We design each Walker Clark strategic service to meet the specific needs and unique characteristics of each client, whether a large firm, midsize firm, or even a solo practice.
Our tools and methods a grounded in real-life business realities, supported by data, rather than generic theories or academic exercises.
We show you how to make the profound changes in the business of practicing law, such as globalization and artificial intelligence, a central part of your firm's ongoing strategy.
We help you to understand, anticipate, and plan for the long-term global economic risks that will directly affect your firm and your clients.
We help our clients to set specific, measurable, and realistic objectives, and to measure and evaluate the results. We work alongside our clients to implement their plans and to achieve their goals. Every Walker Clark strategic engagement includes ongoing assistance with implementation for periods ranging from 90 days to one year, depending on the project.
Learn more about Walker Clark strategic services.
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Strategic Priorities Review
What’s most important for the continued success of your law firm?
What are the things that you must accomplish?
Our Strategic Priorities Review is a fresh new approach to law firm strategy that builds commitment and produces results in today’s legal services markets… and tomorrow’s.
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Strategic Focal Point Analysis
The phrase "big picture" usually comes to mind when one thinks about strategic issues.
This might actually be preventing us from solving some of our most urgent problems.
Sometimes you need to "think small."
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client feedback and competitive advantages
There is no activity that will produce a greater return on investment for a law firm than systematic client feedback.
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decision-making and governance
Does your firm sometimes take too long to make bad decisions?
Do you the structures that you will need to make critical decisions about your future?
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law firm mergers and acquisitions
Our law firm mergers team can help you transition from an interesting opportunity to a solid strategic business case, confirmed by our unique cultural due diligence assessment. This assessment will clarify the benefits and identify the most significant risks.
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networks and strategic alliances
Joining a law firm network or entering into a strategic alliance with another firm is a serious decision, especially for a smaller law firm. Unfortunately, it too frequently producing disappointing results. We can help your firm decide whether it is the best step forward for you.
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lawyer compensation
Is your lawyer compensation system a strategic liability?
The most important aspect of lawyer compensation in law firms -- and one that often is overlooked -- is that it is a strategic issue. The future of the firm might depend on how well it promotes and rewards contributions to the long-term value of the enterprise.
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crisis management
No matter how thoroughly you believe that you have prepared for a crisis, there is always that moment or two of surprise and confusion at first. You need informed decisions and action, not consulting studies, research, and reports. You need to respond efficiently and with calm confidence.
You need Walker Clark on your crisis management team. Our unique crisis response service is available anywhere in the world.
And we can also help you be better prepared for the next crisis.
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Asia-Pacific
Law firms in the Asia-Pacific region collected more than US$ 122 billion in 2024, 12% of the world's total fee revenue. The Asia-Pacific legal market will continue to grow, but Asia-Pacific law firms face special challenges to achieving their full potential.
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Central and Eastern Europe
More than 25% of our clients have been law firms in central and eastern Europe.
We specialize in the strategic opportunities and business needs of national, regional, and international law firms operating throughout the region.
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Latin America
Walker Clark LLC has advised more law firms in more countries in Latin America than any other legal management consultancy.
Walker Clark members have been advising law firms in Latin America since 1997, even before we formed our firm. Some are small, young firms that are pursuing a vigorous growth strategy. Even today, after expanding our practice worldwide over the past four decades, still approximately half of our clients in Latin America..
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succession planning
How strong is your firm’s bridge to the future?
Do you even have one?
One of the most important reasons why most first-generation law firm fail to survive the departure of their founders is that they never answered these two existential questions.
