The Lawyer-Client Disconnect

For the legal expertise sections of the FT Innovative Lawyers reports, RSG Consulting interviews hundreds of lawyers each year about the the most complex, successful, and high profile deals and cases they have worked on during their careers. We also speak to their clients about their experiences during what are often bet-the-company, and sometimes save-the-company moments of transformation.

The nature of these deals means there is usually agreement that the lawyers played an important and highly valuable role. But there is surprisingly little agreement on just where or how they delivered the most value. This disconnect between lawyers and their clients exists in every region and segment of the market we examine, although the patterns vary between them.

We have mapped the 20 areas most frequently named by clients, ranging from their lawyers’ creativity, proactivity, understanding of the industry to project management, communication skills, or ability to persuade key stakeholders.

Against this we compare where the lawyers believe they made the most important contribution. While the lawyers often have a different view to their clients, there is a great deal of commonality between them. Lawyers frequently focus on the legal solutions they create. On the other hand, clients are far more likely to value the lawyers’ broader skills and comment on how the legal service or advice was delivered. For example, the way lawyers communicate with their clients – how frequently and proactively, how concise they are, how able they are to speak in the language of the business – is highly prized by clients, yet barely mentioned by the lawyers themselves.

We chart the disconnect across all 20 areas of service and delivery in our What Next? Innovation Strategy for Law Firms report which draws together our analysis and benchmarks of innovation in the legal sector. The report will be published in the weeks following the publication of the FT Innovative Lawyers Report for Europe, out with the FT on the 5th of October. For more information, or to be added to our mailing list for updates when the report is launched, please email us at

Diversity – What Next?

Is there a link between innovation and diversity?

Over the past ten years, diversity and inclusion (D&I) has become important across the legal sector. Though strides have been made with respect to D&I, many not the rate of progress is slowing.

As a result, many have asked us at RSG: What next for diversity and inclusion?

We see that clients have played an important role in driving the diversity agenda forward within the legal sector. An important part of the business case for diversity in law firms is to field teams who reflect the apparently more diverse workforce of in-house legal teams. Anecdotally, we have also seen that more diverse legal teams at the client tend to be more innovative.
However, whilst law firms are relatively transparent with respect to D&I, we know little about actual diversity of the client.

Better knowledge about the composition of client legal teams will help us build a better business case for diversity across the legal profession. It will provide an opportunity of clients and their advisers to talk about diversity more collaboratively. This may include discussion on the shared barriers to progress, but also how to jointly facilitate more rapid and substantive change.

This study has emerged from the work RSG Consulting does on the FT Innovative Lawyers programme. We are seeking to explore some of our anecdotal observations from our research on the relationship between diversity and innovation. However, we would also like to gather hard data on client-side diversity to stimulate new debates around D&I within the legal sector and effect further change.

What is the perceived relationship between diversity and innovation within these in-house legal teams? In other words, how do members of the in-house legal department understand the relationship, if any, between diversity and innovation? Do in-house legal teams believe that diversity impacts upon innovative and successful decision making and if so, how and why? What do they feel is important to an innovative outcome? How do participants perceive the way in which they work and what contributes to optimum working patterns?