Previously, I used this analysis to design our non-lawyer document preparation service offered from our retail sites directly to consumers. LegalZoom a non-lawyer, legal document preparation web site is also an example of Blue Ocean Strategy, possibly more powerful that the law firm implementation, which is disconcerting, given the small value add – but that's the point of Blue Ocean Strategy- opening markets which traditional players don't serve at a price point consumers can afford

In any case, thanks for a great analysis.

I'm not aware of any analogues in legal education for teaching problem-solving of this sort.

I think part of the problem is that all of us are products of our education. Business school is no different from law school – each teaches a pattern of thinking. So it isn't too surprising that lawyers – or MBA's – come up with consistent business strategies and strategic plans. It is easier to rely on past training than to think originally. The truly original that make it through a traditional education and gain a position of trust within an organization have largely gained that post by learning to be conservative.

You mentioned Apple. Steve Jobs dropped out of Reed College in Portland, Oregon after only one semester. Steve Wozniak withdrew from the University of California, Berkeley (he later returned to complete his degree but after he achieved his success). They created Apple (and new markets) not by changing an existing organization from within but by creating it anew.

Those that are gifted with originality are, by definition, those who rarely find satisfaction in a traditional role. And frankly, the feeling is mutual: most organizations are uncomfortable with truly original thinkers. What is amazing about Apple is that they have been able to continue the original thinking notwithstanding that they have grown to be a very big organization.

It takes time to change a traditional system; time along with the building of consensus over the way change is to happen. If we, as a society were better able to tap into original thought and feel comfortable with instituting change, we might see new ways to integrate women into the profession as well as solve other momentous issues facing us. Until that happens we have to look for those who are willing to step outside the traditional enterprise and be innovative within their own ventures.

Good luck in your innovative ventures!

Cheers,

Dave
daveb@thoughtfullaw.com

One of the things I've noticed from my work at a number of law firms is that although the strategy may be exactly the same (but differently worded – if they can agree on the wording that is), it's the way that the strategy is implemented, or in the individual activities and projects that make up the strategy, that are different (as your article suggests).

I've noticed that giving departments (sector or group heads etc) a little more autonomy or freedom to interpret the strategy and run the more local initiatives that work for their key clients, and in their practice area, very successful. The big top-down initiatives are great but by the time they get down to the bods at the coal-face or sitting with clients, the message kinda gets lost. As most KM initiatives at law firms have found.

Start small whilst thinking big is a good motto (as your examples show).

Thanks again,
Kate