September Program Wrap-Up: "Satellite Syndrome"

The legal market continues to expand. Large law firms are no longer rooted in a specific city; they are becoming national, even global, entities.  As marketers, we face a unique challenge as our firms grow and move into new markets.  The Capital Chapter's September 19 luncheon program, entitled "Satellite Syndrome: Managing successful relationships with the mother ship and avoiding rebellion by the colonies," featured a panel discussion and an extensive question-and-answer session on best practices in managing resources when they reside in another city, region or country.

The program was organized by the Senior Roundtable group. The panel included:

• Moderator: Janis Schiff, National Marketing Partner, Holland & Knight LLP
• Suzette Bradbury, Director of Business Development, Venable LLP
• Maureen Dwyer, DC Managing Partner, Pillsbury Winthrop Shaw Pittman LLP
• John Majoras, DC Business Development Partner, Jones Day
• Maria Nanis, Senior Marketing Manager, Dechert LLP

The program focused specifically on large law firms with substantial marketing departments.  Members of the panel began by discussing the structure of their departments and later explored common issues associated with the management of a decentralized department. The topics covered included effective team management, communication, information flow, the impact of modern technology, and return on investment (ROI).

All panelists endorsed a practice-group-centered department model, which discourages clear lines of separation among firm offices. Most of the firms represented consider themselves to be completely decentralized with no head office.  This message is communicated through marketing "teams" devoted to each practice group.  These teams support all attorneys in their respective practice area, regardless of an attorney's location.  The business development goals of the marketing department mirror and support the greater business development goals of the firm.

In discussing effective team management, John stressed that excellent communication is a key component.  Centralizing department information so that it is easily accessible is critical.  Regular, firm-wide meetings are an excellent way to coordinate activities and share information.  However, he warned that too much information can create significant hurdles and discourage efficiency.  Trying to get the right message to the right people can be difficult, and often the message is lost due to over-communication.  Maureen reiterated John's point, and dissuaded over-burdening the team with excessive meetings.

Maria furthered the discussion by noting that transparency is essential.  She also recommended creating a department structure that does not allow any given office to be self-sufficient.  Such a model inherently forces frequent communication. Regular travel between offices is also especially helpful.

The panelists were asked to discuss the impact of technology in global firm management.  Specifically, is modern technology assisting in team building and is there a significant return on investment?  Suzette responded that, "Good management transcends technology and finds ways to achieve its goals."  She noted that the impact of technology is directly dependent upon an individual's management skills.  Other panelists acknowledged the benefits of technology, but agreed with Suzette that the usefulness of technological advances depends on the management skills of the individuals employing them.

The members of the panel also offered suggestions on how to convey the marketing department’s value to the firm.  Janis spoke of the importance of proactively, and the necessity of a clear understanding of market trends.  This form of thought leadership will enhance the department’s impact and engender the respect of the attorneys.  Maria similarly noted that one needs to go “above and beyond” one’s normal tasks to convey strong commitment to the firm.  Attending client meetings and giving attorneys feedback on client retention will improve general firm ROI and serves to reinforce the value of the marketing department.

Johanna Kasper is a marketing assistant at McKee Nelson. 

Recommended Reading List

After the Merger: Tips for Marketing Success by Terri Pepper Gavulic, LMA Strategies, March 2005 Along with the many benefits mergers provide for firms, their clients and their staff come many challenges as well, however, including the successful integration of two often-disparate marketing functions. http://www.hildebrandt.com/Documents.aspx?Doc_ID=2319

Managing Multi Office Firms  by Stephen R. Chitwood and James B. Pyle, Report To Legal Management, June 2005
In order to maintain and increase profitability, law firms must now determine how best to allocate management responsibilities in a matrix made up of both geographic divisions (i.e., offices) and functional divisions (i.e., practice groups).  The challenge is to design management roles that will attract talented attorneys and then to harmonize these roles.  http://www.altmanweil.com/dir_docs/resource/dc6df302-a24d-4663-a585-16ae90801fbd_document.pdf

Tips for Managing Multiple Locations  by David Javitch, Entrepreneur.com, December 6, 2004
When employees work outside the main office, managing them successfully raises a unique set of challenges. http://www.entrepreneur.com/growyourbusiness/businessstrategies/article74898.html

Branch Offices: Risky Business or Significant Opportunity  by Thomas S. Clay, Report to Legal Management, February 2002
It’s no surprise that management of branch offices is a challenge.  Tom Clay explores strategies for making a sound business case for opening branch offices and effective integration techniques.
http://www.altmanweil.com/dir_docs/resource/b8e7b6b4-e3a1-4724-a536-d36bca888874_document.pdf

Law Firm Satellite Offices: Technology Helps Open Roads Less Traveled   by Janet Ellen Raasch, CBA Practice Link, 2007
Advances in technology have made it possible for satellite offices – and even individual solo lawyers – to integrate their practices seamlessly with a firm’s main office and the wealth of resources it uses to drive operations – using the Internet as well as electronic collaborative, conferencing and management tools. http://www.cba.org/cba/PracticeLink/CS/PrintHTML.aspx?DocId=25930

All for One  by Blane R. Prescott, Lawyers Weekly Australia, June 25, 2004
There is a range of important changes that law firms must make to ensure they reap the full benefit of a merger.  This article is a guide to the most crucial steps.  http://www.hildebrandt.com/Documents.aspx?Doc_ID=1853