I wholeheartedly agree with the comments made by Sue Nelson in response to my article on tips for remaining competitive (see [2008] Gazette, 15 May, 11), regarding a happy, well-motivated workforce which takes pride in a job well done and a challenge met.


However, I wonder how many of The Sunday Times Top 100 Best Companies to Work For have a clear understanding of their daily sales targets in comparison to their budgets? Isn't this same technique applicable to a law firm? Billable hours worked represent your daily sales targets and a daily review of these, compared against a budget, will make a better-run practice.



Rather than being 'obsessive-compulsive', surely it is good management to know how many billable hours have been completed on a daily basis. Well-run law firms can deal with underperforming staff and specific departmental issues if they are aware of key issues early enough. Interestingly, most practice management software provides this information as a matter of course and it can be viewed in a few seconds.



Perhaps many of the firms now facing insolvency, and the many people who have been made redundant in the last few months, would have preferred to know early on if their firm were facing difficulties.



While I totally believe in professionalism, a greater emphasis towards non-hobbyist management techniques will be a key characteristic of the well-run law firm of the future.



Viv Williams, managing partner, 2020 Lawyers Group