A&O Shearman
The Challenge
Prior to the merger of A&O and Shearman, we worked extensively with both firms, in different capacities. Several years before our involvement, one firm had been the subject of an extensive externally-run, strategic review. The recommendations emerging were all very sensible – and the partners agreed with them, in principle – but very few had been implemented. We were engaged to help make the rhetoric a reality, translating worthy aspirations into the business results for which the strategic review had been commissioned.
What We Did
We engaged with partners globally, from Brazil to Beijing, to establish what the key levers of change would be and then help facilitate that transformation. Our programme of work involved: partner coaching; facilitation of sessions for practice group leaders, office managing partners and regional managing partners; and close involvement with the senior leadership team to help them work through what role they needed to play. We also designed and facilitated a series of new business development workshops, with follow-up coaching to boost the marketing skills of individual partners.
The Change Experience
Rather than just having the strategy on paper - with no-one really knowing what to do in reality - all partners were engaged, in different ways, to ensure that strategic aspirations could be translated into real initiatives and behaviours. It was a highly participatory experience, with practical, successful outcomes.
Business Results
- New approaches implemented, not just discussed.
- Contribution to 25% uplift in profitability, 18 months into the intervention.
- Increased levels of cross-selling.
- Measured improvement in lawyer morale and greater optimism about the firm’s future.
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