Case Study / Organizational Structure Analysis & Redesign
High-end boutique with one primary office; first managing partner post-founding generation.
Key Issues
Turnover among business professionals was unacceptably high and posing an impediment to smooth functioning of the firm. Engaged Adam Smith, Esq. to propose a “clean sheet of paper” redesign of all business functions and how they interacted with the lawyers.
Actions
Conducted structured interviews with representative cross-section of partners and business professionals—including some who had departed the client firm. Researched common law firm “C-suite” structures and organizational/reporting structures, including off the record interviews with highly credentialed and experienced business professionals at a cross-section of firms.
Submitted recommendations consisting of: (a) new organizational chart/structure, (b) newly rationalized, more precisely defined and delineated job descriptions and responsibilities to decrease overlap and confusion and establish clear expectations of accountability, (c) enhanced career paths for business professionals, (d) retraining and redeployment of some underutilized personnel, (e) promotions and increased span of responsibility for a few key professionals; and (f) termination and dismissal of a very senior C-suite individual.
Results
The firm is proceeding with implementation. Staff morale has already leaped and unwanted turnover has ceased.
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