WHO WE ARE

Cambridge Strategy Group was founded in 2012 to fill a void that leaders of leading London law firms told us they saw in the market, for a management consulting firm that could deliver services:

  • of the very highest level of quality, similar to that of leading global strategy houses

  • tailored to the specific needs of law and other professional services firms

  • geared towards solving the challenges presented by emerging digital technologies

  • that represented good value for the fees paid.

Delivering this remains our firm’s overarching strategic intent.

We have deep experience in supporting clients making hard strategic decisions and solving difficult, important challenges. Our partners have worked with law firms ranging from amongst the largest, most prestigious in the world to quite modest sized businesses. All receive the same care and attention. Once we accept a firm as a client, we become deeply invested in their success. Some of our clients have come to view us as long-term trusted advisors, even friends.

We have advised on matters as large as the transatlantic merger that gave rise to the largest law firm in the world, or an arms-length assessment of demand for legal services in all markets worldwide, for another leading global law firm. We have advised on developing new governance systems and structures, for instance for a co-branded alliance of firms, on entering new markets, enhancing performance in existing offices, developing compensation systems that align partner behaviour with high performance and strategic needs, supporting practice groups in firms of fewer than 100 lawyers to develop effective business plans. An emerging area of focus is advising on business model transformation, to extract more value from the opportunities presented by emerging digital technologies and also to address the threats that these present. Besides law firms, we have also advised accounting firms and even a regulator responsible for the governance of a special economic zone in the Caribbean region.

Let’s cut the jargon and the mystery. Strategy is
not complex. It is about listening to what clients have
to say, being very clear about issues that you face,
asking simple questions and making some hard choices.

Let’s cut the jargon and the mystery. Strategy is not complex. It is about listening to what clients have to say, being very clear about issues that you face, asking simple questions and making some hard choices.

Our distinctive structure defines our approach. We maintain a carefully curated network of experts, supported by a central administrative structure. Our partners have worked in some of the world’s leading law firms, some also in corporate legal departments. We focus on matters that require careful attention, deep experience and a sophisticated approach. We limit the number and type of matters we undertake to ensure that our clients receive our best attention.  We collaborate wherever appropriate on matters, bringing to bear the requisite mix of people and expertise to deliver the most innovative, effective solutions.

Our firm’s values are premised upon a strong and effective legal profession being paramount to the maintenance of the rule of law, human rights and economic growth and prosperity, and that well-managed law firms with prescient, client focused strategies are key to achieving that. We see a clear line between the value that we deliver to our clients, and the value that they deliver to society.

We are currently most focused on helping clients solve five key challenges, namely to:

  • make better strategic decisions and implement strategy more effectively
  • ensure that law firm mergers deliver real value, especially to clients
  • understand options and make the best decisions about digital transformation
  • build governance structures that drive both high-performance and collegiality/engagement
  • collaborate with clients to co-produce solutions to challenges that exist between them

Case studies presented encompass the combined experience of those who have been Cambridge Strategy Group partners since the firm was established, including experience from previous firms.

Things should be made as simple as possible but no simpler (so Einstein once said). What firms need to do to get the most out of their businesses can be broken down into six steps:

Strategy Strategy The future is not what it used to be. In a rapidly changing, hyper-competitive world, law firms need to be able to balance the strong sense of identity and direction needed to guide strategic investment decisions, with the agility and resilience to change direction when needed, sometimes unexpectedly. MORE Mergers Mergers While law firm mergers are on the increase, the legal profession has not yet experienced anything like the level of consolidation that has been observed in other knowledge-intensive industries in recent years. We have insights born of deep research into what triggers mergers... MORE Business Models Business Models We support our clients in ensuring that digital transformation initiatives align with other strategic imperatives and on changing behaviour to optimise its impact. We help them make the right decisions and to extract the most value from their investments. MORE Governance Governance We do not subscribe to the notion that partnerships are likely to become extinct. We believe that these frequently remain the most appropriate governance structures for highly talented professionals, including lawyers. MORE Client Connect ClientConnect™ ClientConnect is an innovative process that draws together expertise from a law firm and its client to identify and solve complex and difficult challenges, whose solution would be transformational to the relationship between them. MORE Pro Bono Pro Bono Many of Africa’s 54 countries are home to vibrant and committed communities of lawyers, determined to do their share to ensure that the continent’s economies and its people grow and prosper. As Africa’s economies grow and diversify, so too will client legal needs. MORE