The measure of intelligence is the ability to change – Einstein

Adapting to change – At first blush the need to adapt is so obvious there would seem to be no need to discuss it. Then we see firm after firm, small to large, fail because of their failure to adapt. So, lets discuss it.

In our experience there are 4 steps to adapting:

Acceptance,
Evaluation,
Planning, and
Execution.
Step 1 -Acceptance

It has been long understood that all species, human, animals and businesses of all types, operate in an environment of constant change. There are two choices, adapt or die.

In slowly changing environments, like the legal market during most of its history; responding to change doesn’t need to be hurried. In an environment like the legal market of the last several years, where change is rapid and accelerating, an appropriate response must be developed with a sense of urgency.

This short and insightful post by Eric Fletcher provides a great example.

So, if the constant nature of change is an absolute, why do so many firms fail to adapt. I suggest that it can only be one of two things, 1) a lack of understanding of the effect on their firm, or 2) a lack of the knowledge/capability necessary to do anything about it.

Step 2 – Evaluating Impact

There are numerous ways in which change may impact a law firm;

• New competitors – this might include new law firms as well as a growing list of non-traditional service providers,
• Changing methods of service delivery fueled in large part by innovations in technology and/or process,
• Shrinking demand for certain types of services, and
• Increasing experience and expertise among clients, in particular General Counsel, who are utilizing their power of choice — resulting in pricing pressure, and in some cases the loss of an important client.

Law firms must regularly engage in an evaluation process that attempts to understand the specific nature and ultimate impact of the changes their firms are facing.

Step 3 – Planning for adaptation

This step includes discussing options for how a firm will respond to the primary changes it is facing. Often this is a difficult step because the plan will almost always include the reallocation of resources in a way that improves the odds of success. A third party participant in the process can be very helpful in maintaining a level of objectivity.

Step 4 – Execution of the Plan

As is so often the case, execution can be the point of failure. A firm can expend all the resources — time and money – and end up with a killer-strategy that addresses change and scopes new opportunities. But we’ve all seen great plans fall victim to the pressures of daily realities. The plan winds up collecting dust in a desk drawer.

Meanwhile, change continues its march.

Firms that beat the “desk-drawer” fate typically do three things well:

• Set up “short fuse” milestones for the implementation of the change plan,
• Include a process designed to build consensus, and
• Put the right people in charge of driving the plan.

It all begins with a full acceptance that our choices are to adapt or die.

Is your firm adapting?