Pivotal Talent Pools and Role Challenges
Davis & Young provides a wide array of litigation support products and services. Its core business is tied to the insurance defense industry. The primary customer base includes regional and national insurance companies. The key strategic elements that the Firm uses for differentiation are superior customer service, high product quality, and a solid reputation (brand). I can only assume you have revamped your Deliverable 1 to support this part. I am a bit concerned that you have yet to get a handle on strategy ececution. They are owned by 13 practicing Senior Attorneys, all responsible for maintaining a full trial docket. Various subsets of this group provide strategic leadership, handle or lead large accounts, and act as management for the Firm. A large percentage of the daily work load falls to the eight Associate Attorneys. These Junior Attorneys cost less than the Senior Attorneys and are relied upon to provide a wide range of deliverables such as legal research, brief writing, and daily interaction with the clients (customers) with minimal supervision. Other administrative duties are handled by the support teams. This talent pool consists primarily of Legal Assistants, Paralegals, Office Administration and Accounting. From a value chain perspective, Let’s break this down to the components of the value chain primary and support activities. It is likely that with the size of the firm that each position will serve multiple roles. The Value Chain helps us to find the pivotal Talent pools. the Owners, Associate Attorneys, Office Manager, Paralegals, and Legal Assistants would primarily be classified as Operations. They are running the operation and creating the “product” on a daily basis. However, in small organizations such as this, parts of the team will multitask into other value chain components. For instance, the Owners will manage sales and marketing by continuous client maintenance, as well as...
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