Kim TassoStrategic thinking – It’s a jungle out there
Posted on: February 23, 2021
On 17 February I had the pleasure of facilitating a sold-out workshop on “Being more strategic” for the PM Forum. There were delegates from large and small law firms, patent attorneys, accountants, actuaries and management consultants. This is a summary of the session which I promised I’d share with the delegates to add to their […]
Be more strategic – Strategy in a post-Covid19 world
Posted on: July 21, 2020
I recently ran the popular “Be more strategic” session with PM Forum in a modified digital session. It seemed to go well and there was a good level of interaction with delegates who were mostly from law firms but with representatives from the accountancy and actuarial sectors. Not surprisingly, everyone was keen to know about […]
Improve your strategic thinking – Seven insights (2020)
Posted on: June 22, 2020
At the beginning of 2020 at a “Being more strategic” workshop by the Professional Marketing Forum the delegates – from a variety of legal, accountancy, property and consultancy firms – reflected on how to improve strategic thinking both in themselves and their firms. A further session is imminent and I will share some information about […]
Strategic thinking – Audits, assumptions and alignment
Posted on: March 26, 2018
We discussed strategic thinking – audits, assumptions and alignment at the recent “Being more strategic” training workshop at the Professional Marketing Forum http://www.pmforum.co.uk/training.aspx Fee-earners and strategy There was a discussion about why some fee-earners in professional service firms found strategic discussions and decisions difficult, for example: There are multiple owner-managers concentrating on a wide […]
Client Experience Management CEM – Two research reports
Posted on: April 25, 2017This post contains summaries of two research reports on Client Experience Management CEM – one focusing on law firms and the legal market and the other of B2B customer experience – where the legal sector is considered – as a comparison. The unbalanced scorecard – How firms profit by recalibrating service performance and value for […]