Law firm01 / 09
Work first on the matters that count for the firm
Partners spend time on matters that do not need them.
- Partners handle simple matters themselves.
- The matters that make the margin get no more attention than the rest.
- You can’t tell which matters really pay.
Work goes to the wrong person.
2021 · Paris business law firm · 14 partners · about 1,100 matters a year
The firm was growing, but its profitability had stalled. 31% of hours went to the 20% least profitable matters, and 42% of matters ran over their initial budget. One poorly billed matter had taken almost 40 partner hours. “We know which matters are important. We don’t always know when to stop treating them as if they were,” said one partner.
We built a matrix of client value, profitability, complexity and potential, with three decisions: which matters stay highly senior, which get standardised, which are no longer accepted on the same terms. A monthly review tracks matters at risk, in Excel and Power BI, with no new software. In eight months, hours on the least profitable matters fell from 31% to 18%, and margin on tracked matters rose by 11%.
Not every matter weighs the same for the firm, but every matter takes partner time. The model sets what belongs to partners and what the team can carry, with the right level of review.
Review of the matter portfolio, allocation rules between partners and team, review levels.
Does this sound like your situation?
One hour to look at how it works on your side, with no commitment.
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