Linklaters
Planning to take the lead
What happened?
Linklaters created a development plan called a Market Leadership Strategy. There were objectives for each of the following key areas:
- Clients – the people and companies they act for
- People – their partners and employees
- Practices and Products – the specific areas of law in which they specialise
- Infrastructure and Culture – the way the firm is organised, its values and principles.
Linklaters decided to concentrate on providing a better service to its current clients rather than seek out new companies with whom they could work.
They turned their attention to hiring the most talented graduates, and offering good opportunities for people to develop their careers within the firm. The importance of developing the leadership skills of the partners was also recognised.
Linklaters built on their strengths, particularly in the areas of corporate and financial law. They found ways to share their knowledge and expertise across all the practice areas with all their offices throughout the world.
To begin with the size and scope of the changes seemed daunting. But by bringing the leadership teams together and providing the opportunity to work through the issues, confidence spread through the firm.
The focus on the current clients and the right kind of work is now reaping rewards. On average each leading client uses Linklaters in more than 17 offices each year. The wider market has also recognised the firm’s sharper focus on the world’s most complex business issues.