To maintain competitiveness in dynamic operating environments, it is imperative that legal firms become more flexible and agile with the ability to execute strategy rapidly and more effectively. However, the scope, pace, scale and complexity of change that legal firms of all sizes are continuously facing makes it very difficult for some firms to successfully manage change programmes.

The difficulty of driving change in legal firms is sometimes exacerbated by the complexity arising from trying to adopt the myriad of change tools and frameworks. With the unrelenting pace of change it is not surprising that some legal firms get overwhelmed or overtaken by the long list of critical success factors that are recommended by a range of commentators to underpin successful organisational transformation.

It seemed to me that keeping the critical steps to leading successful change both memorable and manageable may make it easier for legal firms to drive change particularly maximising the engagement, enthusiasm and participation of their people during the change programme. Consequently, I decided to develop our CHANGE framework to support legal firms to arrive at their desired futures.

Unpacking our CHANGE framework is as follows:

Communicate consistently a clear, compelling and coherent vision (shared by the senior leadership team) of a better future that resonates with staff and the underlying rationale for the proposed change (why the change matters for everyone).

Hire intentionally the right network of leaders (formal and informal) across the firm to champion, the benefits of the proposed change, inspire adoption of new behaviours (particularly as role models) and to shape and agree the change implementation plan informed by input from staff at all levels.

Align the desired behavioural change with the reward and recognition arrangements in order to avoid sending conflicting messages about the vital behaviours.

Normalise the desired vital behaviours through daily routines including revised and/or new procedures, systems, processes, relevant performance indicators and ongoing engagement with staff underpinned by timely, forthright and tailored messages to diverse audiences.

Grow new competencies and capabilities (particularly enhancing political and contextual awareness to understand and respond appropriately to the concerns of stakeholders and to recognise early symptoms of change fatigue) through relevant learning and development in order to achieve positive lasting change underpinned by a renewed organisational mindset and an enhanced capacity to lead change.

Evaluate the ongoing relevance of the key drivers for change and the embedding of the desired behavioural change in the firm at appropriate intervals through relevant and outcome focused measures (leading and lagging indicators) and make timely and relevant adjustments as well as celebrating positive outcomes to date.

So how can legal firms use the CHANGE framework to support the embedding of change in their firms?

The approach that firms may choose to adopt should be informed by their current change experience as the framework does not always have to be used in a linear way. Some suggestions of how firms may use the framework in certain scenarios are outlined as follows:

1. No ongoing change

If a firm has no ongoing change project, the key consideration is the adequacy and appropriateness of their vision in view of the rapidly changing operating environment.  If the future is likely to be very different from the present, then carrying out an objective review of the vision should highlight whether maintaining the status quo is sustainable.

2. Imminent launch of change project

If a firm is about to embark on a change project such as an office move or the implementation of a new IT system in order to facilitate the adoption of new behaviours in the firm, then using the framework in a linear way would be appropriate to ensure that their approach to leading change is comprehensive before the launch of the change project.

3.   Ongoing change project

If a firm is currently going through a change project such as implementing a legal project management approach to service delivery or introducing fixed fees on some services. Then a key consideration is using the framework to carry out a quick evaluation to ensure the current approach is on the right track paying close attention to the behaviour of the senior leaders in addressing the emotional needs of staff affected by the change.

4.   Ongoing concurrent change projects

If a firm is currently dealing with concurrent change projects such as implementing a new approach to business development alongside a revised approach to knowledge management plus introducing a customer measurement system such as Net Promoter Score (NPS) and undertaking a review of the governance arrangements.  Then a key consideration is whether there are any signs of change fatigue in the firm. Another key consideration is the extent to which the firm has grown the necessary capabilities to juggle concurrent change projects particularly if the level of disruption to ‘business as usual’ is significant.

In this scenario, it is advisable to use the framework to assess whether the ongoing portfolio of change projects are aligned to the same overarching strategic vision.

Driving change in legal firms can be rewarding but challenging and difficult and I hope this framework makes a small contribution to make it easier.