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Firms must target 'broadest possible market'

Law firms need to substantially extend their services to cover clients across the board, or else risk losing them to new products and platforms hitting the legal market, according to a corporate and commercial partner.

user iconEmma Musgrave 15 November 2016 Corporate Counsel
Nick Abrahams
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Speaking at the recent GlobalX Legal Services ‘A Shifting Legal Landscape’ luncheon, Norton Rose Fulbright corporate and commercial partner and APAC technology practice leader, Nick Abrahams, said new digital disrupters such as LegalVision and LawPath have enhanced the need for law firms, regardless of size and location, to significantly extend their services.

“If you are at risk of being disrupted, you need to figure out a way to provide your services to the broadest possible market,” Mr Abrahams said.

“What we do when we get disrupted, particularly big law firms, is we retreat, and we retreat to the high-end work because we love the high-end work. The problem is everyone is retreating to the high-end work and that's created a massive cost prejudice.

“Look at banking practices around Australia. High-end banking practices have to bid for almost every job now and they're getting cut down in the amounts that they can charge. So you do need to automate, you do need to figure out how you can get exposure to a broader number of people to provide your services.”

Mr Abrahams suggested clients across all practice areas no longer mind going through a product or platform for their legal work, as opposed to a real-life lawyer.

“It used to be the case that we could sit in law firms and go 'This stuff is risky', but the clients are very smart around this stuff now,” he said.

“Legal is just another risk. They manage a full range of risks in their organisations and legal is just one more to manage. They don't feel as concerned about it as I think they used to.”

Mr Abrahams noted that another reason for law firms to extend their services is that these same products and platforms are taking jobs from up-and-coming legal professionals.

“We do have these new models, which are taking what used to be the good work that we could train our juniors on and so forth. That's now disappearing due to the likes of LegalVision, LawPath and others,” he said.

This comment is reinforced by Shelston IP prinicipal Matt Ward, who also recently said that new technology models are taking away valuable opportunities from tomorrow’s lawyers.

Mr Ward noted that to fix the problem, law students should equip themselves with a computing and/or technology degree, on top of the standard law degree.

“Law students should be seriously contemplating supplementing their degree in law with studies in computer programming, and maybe even an MBA,” he said.

Mr Ward said while he doesn’t believe products stemming from artificial intelligence and software technology will completely replace lawyers, they will be doing more of the work that junior lawyers currently do, which will ultimately mean fewer jobs for this demographic.

Emma Musgrave

Emma Musgrave

Emma Musgrave (née Ryan) is the managing editor, professional services at Momentum Media.

Emma has worked for Momentum Media since 2015, including five years spent as the editor of the company's legal brand - Lawyers Weekly. Throughout her time at Momentum, she has been responsible for breaking some of the biggest stories in corporate Australia. In addition, she has produced exclusive multimedia and event content related to the company's respective brands and audiences. 

Prior to joining Momentum Media, Emma worked in breakfast radio, delivering news to the Central West region of NSW, before taking on a radio journalist role at Southern Cross Austereo, based in Townsville, North Queensland.

She holds a Bachelor of Communications (Journalism) degree from Charles Sturt University. 

Email Emma on: Emma.Musgrave@momentummedia.com.au 

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Comments (3)
  • Avatar
    I would advocate the opposite particularity for the smaller firms - narrow your focus, become highly targeted and hold on to clients and your value to them through sector expertise that makes a difference.
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    What happened to "do what you do real well"? It sounds like Mr Abrahams is advocating the big accounting firm model of 'we can do anything for everyone - with numbers!" One of the problems of this mentality is that unless you are a huge firm (and no law firm in the world is as big as PwC or KPMG), you simply don't have the resources of cash flow to 'carry' a full service capacity.

    In most firms, fee earners have to cover their costs and their on-costs to retain employment. They have to be billable for at least 6.5 hours each day. I have worked in both big and mid-sized accounting firms and even they expect that each service area will eventually become profitable or leave.

    Law firms simply can't carry loss-leaders. Which is what Mr Abrahams is actually arguing - because no firm has the capacity to immediately start up all of those services that it previously didn't deliver and expect them to immediately deliver revenue. This is what Jonathan Roberts questions in his comment above,

    Unless, of course, the firm buys out smaller firms! Could this be what Mr Abrahams is really pushing - the concentration of all legal work in a few' legal emporia'? Hang on! Haven't we already seen that model in retail and it eventually fell over? No more Grace Bros, no more Mark Foys, etc?

    Could it be that Mr Abrahams isn't so much arguing for the future of legal practice as he is for next year's short term fashion? I smell self-interest in his argument. More than one of the 'big import' law firms is doing it tough in what they assumed was the 'yokel market' of the antipodes. They bought into successful Australian name firms and then 'broke' them. So what comes next? Plunder a few more smaller firms in the vain hope that they might eventually strike it rich through getting it right by accident?
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    Whilst agreeing with the need for firms to provide services to a wider audience it's how those services are marketed that is the real challenge.

    When all things are equal, expertise or specialisation is the top determining factor when it comes to the Buyer’s final decision on a new firm. These skills will assist in reducing risk on your client's minds.

    How you prove these skills prior to being engaged (ie. providing advice via content marketing) to the 'unaware' audience will build strong BD opportunities.
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