Wilson Allen

Part five in a six-part series on developing a successful client-centric culture and how to address the resulting operational implications. Developing a client-centric culture requires a business that runs as efficiently as possible to pass on the benefits of greater efficiency to clients, such as better service, lower overhead, and ease of collaboration. For many firms, that efficiency can be found through cloud computing. As recently as a few years ago, however, if you had…
Part four in a six-part series on developing a successful client-centric culture and how to address the resulting operational implications. How much are your partners worth to your firm? How should they be fairly and equitably compensated? That is an age-old question that consumes many hours behind closed doors at every law firm everywhere. Although I remain a staunch proponent of a balanced scorecard approach, there are emerging value-based characteristics that need to be incorporated…
By Bo Yancey, VP, Data and Analytics, Wilson Allen Part three in a six-part series on developing a successful client-centric culture and how to address the resulting operational implications. Analytics is no longer an exotic concept in business. It’s become a core part of business management and decision support. A firm’s capability and ability to integrate analytics with its core processes can offer advantages ranging from insight into the root causes of performance to competitive…
By Michael Warren, VP, Client Development and Intake Part two in a six-part series on developing a successful client-centric culture and how to address the resulting operational implications. Many firms will have probably spent a lot of time over the last few months doing two things. Firstly, working out what to do with the shreds of paper leftover from ripping up their 2020 strategic plans, and secondly reflecting on what a good year for revenue…
By Michael Warren, VP, Client Development & Intake, Wilson Allen Part one of a six-part series on developing a successful client-centric culture and how to address the resulting operational implications. As explained in the introduction to this series, to grow and be profitable in today’s competitive environment, professional services firms are placing much greater emphasis on client centricity. A fundamental representation of this emphasis is tied to how firms measure success. As businesses that…
By Michael Warren, VP, Client Development & Intake, Wilson Allen Introduction to a six-part series on developing a successful client-centric culture and how to address the resulting operational implications To grow and be profitable in today’s environment, professional services firms realize the value of client centricity. Increasingly firms are looking to adjust how they go to market with a much greater emphasis on being client-centric, enhancing the client experience, and reducing the impact of the…
By Alex Klamkin, Director, Systems and Information Security Hundreds of professional services firms worldwide rely on 3E by Thomson Reuters Elite as their enterprise and financial management platform. Because the platform is responsible for helping firms manage all critical business areas, keeping the system up and running with no unexpected downtime is essential to achieve and maintain operational efficiency. Therefore, it would only make sense to not take any chances with the firm’s live production…
Who are your clients? What are your practice groups? Who are the responsible attorneys for a client? What dates did you open or close a matter? In what industry is a client? These are all common questions regularly asked at law firms around the world. With each inquiry, you would expect each area of operation within the firm to provide a consistent answer. However, if a lawyer asks these questions to finance, marketing, intake, or…
In today’s mature legal market, law firms need to do everything they can to be more competitive. Firms need urgently to examine the status quo and see what to do to gain an edge.  To attract and keep clients, provide excellent customer service, and work more efficiently, especially with remote work scenarios, attorneys need to be more technologically competent. Many firms are offering, or being asked to provide, alternative fee arrangements, where productivity will impact…
By Paul Rayment, Director, Implementations EMEA Top-notch technology has moved beyond “nice to have” for most professionals – it’s a necessity and, in many cases, a competitive differentiator. Therefore, when implementing new technology, professional services firms must do everything possible to make sure technology is chosen, implemented, and rolled out with as much speed, precision, and ease as possible. This post will address what is arguably the most challenging part of that process – the…