We didn’t know the way. So, we started walking.

In the last six months, we’ve started to redesign our organizational model. In particular, we’ve adopted a distributed power model; we’ve started to transform our pyramid into a circle.

We’ve started to feel what’s possible. We’ve started to see the shift in our people. We’re pretty sure that it’s going to make us better legal professionals.

Our organizational transformation hasn’t required any significant financial capital outlay. We haven’t bought anything special. We haven’t learned to code. It might be our lowest-tech innovation. It seems that fear and some psychological pain are the only impediments. Admittedly, adopting a new organizational model is the scariest and hardest journey that we’ve travelled. It’s scary and hard for so many reasons. First, we don’t know the exact destination, we don’t know the waypoints, and we don’t have a map. And, it isn’t the type of thing we (or any) organization can buy, unpack, and install – even if some consultants want us to believe otherwise. We found some other organizations that act as models and compasses pointing us in the general direction. Oh, one more little thing … we’re confident that individual growth, pain, and internal disruption are prerequisites to organizational transformation.

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