This shift in client expectations is forcing law firms to rethink how they organize, market and deliver their services. The days of the lone-wolf attorney are numbered; the future belongs to firms that hunt in packs. Those who incentivize and reward true teaming will win.
The Problem: Internal Alignment versus Client Reality
Law firms have historically organized themselves around practice areas like corporate, labor, IP and litigation because it makes sense for billing, tracking and internal management. But clients rarely think in those terms. A restaurant owner doesn’t care that Jenny in Boston handles entity formation and that Joe in Dallas manages labor disputes. They want solutions, not introductions to a half-dozen specialists. When firms force clients to coordinate between multiple attorneys, they create friction, confusion and inefficiency, risking losing clients to firms who think like they do.
The Solution: Single Point of Contact and Collaborative Teams
Clients crave simplicity and accountability, which are best served by a single point of contact — a “client concierge” — who serves as their advocate within the firm. This person isn’t necessarily doing all the legal work, but instead ensures the client’s needs are understood, coordinated and met by the right specialists. This approach streamlines communication, reduces missteps and lets clients focus on what matters most: their business.
The results speak for themselves. Research shows that when lawyers collaborate across practices and industries, firms see higher margins, deeper client loyalty and the ability to command premium fees. According to Thomson Reuters, clients who recognize collaborative teams within a law firm allocate an average of 56% of their legal spend to that firm — more than double the average share. Heidi K. Gardner’s research at Harvard University echoes this: the more practices involved, the less likely clients are to shop on price alone. Even better, clients served by cross-practice teams are far more likely to stick with the firm, even if their primary contact moves on. So, what’s holding firms back? Too often, it’s a compensation system that rewards individual origination over collective success — a misalignment ripe for change.
