Strategic Issue Thinking Is In – Strategic Planning Is Out
Some law firm prognosticators have been sounding the death knell for strategic planning. Their thinking is based upon the opinion that traditional strategic planning for law firms is dying or ineffective due to several reasons:
Instead, consultants suggest using iterative, flexible planning methods that entail continuous learning and adjustment. These approaches often involve setting shorter-term goals, constantly reviewing and revising plans, and adopting a more experimental mindset. The recent demise of Minden Gross indicates that law firms must be forward-thinking and prepared for various future scenarios. This forward vision includes anticipating changes in the legal landscape, shifts in client demands, or broader societal changes that could affect their services. Law firms can use strategic issue thinking ("SIT") to identify opportunities for growth or expansion, streamline their operations, improve their services, distinguish themselves from their competition, determine the skills and expertise they will need to acquire or develop, and plan career development paths for their lawyers and support staff.
The group should revisit, clarify, or reaffirm the firm's overall vision to ensure alignment with all strategies arising from the session. Historical thinking casts both statements in concrete. The current era of perpetual upheaval has resulted in a serious rethink of whether vision and mission should be static. The vision statement - How or why we do it - outlines the values that drive the organization or how it accomplishes its goals; some are succinct, while others include an expanded description. But in all cases, it must possess an illuminating quality that allows firms to move quickly and precisely. On the other hand, the mission statement - What we do - defines a company's purpose and measures its success. Ideally, it is precise and concise and communicates the organization's strengths, differentiators, and desired goals. After identifying the topic and boundaries for any strategies arising from the session, firms can take the following steps:
Conclusion
Firms have nothing to lose from trying strategic issue thinking. As Henry Mintzberg was quoted: "Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers".
Who is Stephen Mabey? Stephen Mabey is a CPA, CA, and Applied Strategies, Inc.'s Managing Director. His credentials include the following:
Stephen has advised law firms on a wide range of law firm issues, including - strategic action planning, leadership, understudy (succession) planning, business development, capitalization of partnerships, partnership agreements, lawyer & staff engagement, marketing, key performance indicators, competitive intelligence, finance, mergers, practice transitioning, compensation arrangements, organizational structures, and partnership arrangements. Stephen can be reached by email – at smabey@appliedstrategies.ca or by phone at 902.499.3895. |
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