Law will still be law: the doom merchants are wrong

Law will still be law: the doom merchants are wrong

By Simon Goldhill

There is still a massive part of the legal market that is set up with business structures, operating models, pricing principles and attitudes towards their clients that haven’t really changed very much in the past 30 years. The rest of the world has, of course, not stood still.

Business management has become hugely more professional. Successful service businesses have grasped the fact that it makes great sense to listen to their customers and understand their needs and provide services that they actually want, in a manner that suits them, using multiple channels wherever possible and with pricing that they can see provides value for money.

Lessons developed in the world’s best manufacturing companies – Lean and Six Sigma – have even made their mark in service industries. The culture of consumerism is with us, but seems to have largely passed t

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About the author:

Simon Goldhill is a business builder, strategic planner, and troubleshooter with over 30 years experience of the legal market.

The first 20+ years was as a solicitor at a number of City and Central London commercial firms. In addition to a successful practice as a commercial litigator, he also had senior management roles, including heading departments and setting up a new firm.

He then left practice and co-founded InterResolve, the UK’s first volume mediation business, which he successfully built from concept through to institutional investment.

Simon is now focused on strategic consultancy, working with innovators in the liberalised legal market. His work has included advising major national brands and developing new volume business and operational models for delivering legal services to consumers and SMEs.

 Simon Goldhill Consultancy

Simon Goldhill Consultancy works with innovators, providing strategic consultancy, advice and project work around the newly liberalised legal services market.

Coupled with other major developments in technology, consumer/client engagement and fee structures, this market will see large-scale and disruptive structural changes to how legal services are marketed, delivered, regulated and paid for in the coming years.

Its work has included advising major national brands and developing new volume business and operational models for delivering legal services to consumers and SMEs, in particular where volume and scalability are features.