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Decision making and management is problematic in most barristers’ chambers and many still operate essentially the same business model used 50 years ago.
This is characterised by:
The problem is that increasingly chambers will be competing with law firms and new market entrants offering advocacy services, that may be owned by people other than lawyers. They will run very different business models and will have a clear strategy and goals. They will take decisions quickly and will have a sense of the opportunities that lie ahead. The added difficulty is the high dependency many chambers have on legal aid and he risks associated with that, in particular the possibility of contracting in areas such as crime.
“Andrew Otterburn and Ian Dodd quickly got to grips with the financial landscape of our chambers by their attention to detail. Their drive, determination and dedication helped us to devise a strategic plan for growth. They were both extremely generous with their time and motivational in their responses. As a result of their input we have formulated our budget with a much clearer knowledge and understanding of our potential sources of income and our priorities for expenditure.”
“After working with Andrew and Ian for the past few months I have realised they both have a wealth of knowledge and know exactly how to use it. I was pleasantly surprised how they took the time to get to know about our Chambers and who we are. They found out what our strengths and weaknesses are and they are working with us to provide a solution specifically to us. I have to admit I was nervous at first but they are friendly and approachable and have provided me with help and assistance throughout the process of which I am extremely grateful.”
Our work with barristers revolves around breaking out of the traditional ways of thinking and finding new structures that enable chambers to operate in a much more business-like manner. The result is: