We have started our big study entitled The great strategic transformation of law firms with an introductory statement describing the main stages: analysis of the market forces at work, issues at stake, means of action. It is through these steps that lawyer 3.0 can emerge.
In the 2nd part of our analysis, we then illustrated the major changes at work. We concluded that the change will be a success at the cost of 3 transformations:
- Cultural: changing mentalities within the firm
- Organizational: developing work processes
- Digital: relying on the tools that enable change
Today we will focus our analysis on cultural transformation, an essential prerequisite for the adaptation of law firms to new market conditions. This is the advent of lawyer 3.0.
Lawyer 3.0: its advent requires a real cultural transformation
The first condition for transforming law firms is to change mentalities, particularly those of the firm's partners. We must understand that change is INELUCIBLE. Nothing can stop the wave of digitalization and opening of the legal market. Nothing can stop changes in customer behavior either. It is therefore much better to take advantage of the opportunities that change brings rather than wanting to stick to your old practices.
Especially since lawyers have many more strengths than weaknesses compared to their competitors. They are auxiliaries of justice. Their oath and their ethics make them a solid and united brotherhood. The quality of their expertise has no equivalent. They know how to attract the light and impose their point of view. They have the respect of their client who, fundamentally, prefers to keep his lawyer than to change him. We will not draw up a Prévert-style list of the lawyers’ strengths. Only one idea interests us: as a lawyer, there is no reason to be afraid!
This is why positive introspection, relying on one's strength and lucidly looking at one's weaknesses, will allow the 3.0 lawyer to embrace change as a factor of acceleration and not a brake. This requires this change in mentality that we are calling for but which, in many respects, is already there: opening up rather than closing ourselves off, sharing our skills to showcase our expertise and experience, not working among ourselves but take an interest in other players (legaltechs, interprofessionality, etc.), take advantage of new tools available to the market.
Cultural transformation: what does that actually mean?
If you are now convinced that change is happening now (without plagiarizing an old and rather divisive political slogan...), here are the few actions you can take to concretely implement the cultural transformation of your firm.
First, be interested in digital, in digital technology and therefore in IT. We discussed in the article Choosing your legal software the need to seek to understand the subject, in broad terms. There is no point in becoming an IT developer. On the other hand, understanding your functional challenges and choosing a digital partner capable of supporting you is essential to implementing change in your activity.
Then, working with Legaltechs is the best way to tame change and distinguish between legaltechs bringing you value, those bringing nothing and those that could become your competitors. This is the difference between the simply connected lawyer, who sends emails from his smartphone, and the innovative lawyer who participates in the change taking place (find our analyzes here).
Finally, your change of state of mind will evolve the employer brand of your office. It is absolutely essential to develop this notion to attract talented young people and the best partners to your firm. Your change in mentality, which will manifest itself in your way of being, your relationship with your customers, the digital tools put in place, will be your best ambassadors to both your customers and your employees!
The lawyer 3.0 in the transformation of the organization
Change is a difficult and complex process. There is in fact no transformation without the will of leaders! This is the first obligation. Then, involve all stakeholders so that they see the opportunities and not just the risks.
We recommend reading the report on “The four great challenges of the French lawyer in the XNUMXst century” published by theInstitute of Advanced Studies on Justice.
So we can think about the 2nd issue: organizational transformation. How do you work differently yourself? How do you make your teams work differently? What relationship with the customer do we develop? Are we changing our pricing strategy? See the firm’s specialization? In short, cultural change is the trigger for decisive strategic thinking which has implications for the entire organization!
