Previous campaigns

A track record of altering attitudes towards management’s contribution to the business

  • ABS into the mainstream (2013-2017) - Although many hundreds of ABS and NewLaw firms have now been registered under the Legal Services Act, many faced legal and regulatory barriers to growth and were also treated as a stand-alone and relatively minor tier of the legal sector. The MPF's ABS & NewLaw Advisory Council brought together firm leaders, regulators, competition authorities, Government, professional bodies and topic experts to encourage regulators and Government to eliminate unnecessary structural barriers and the sector to treat ABS & NewLaw firms as part of the mainstream.
  • Well-managed firms (2011-12) - Increased business uncertainty is leading clients to demand more consistent service and commerciality from their advisers. Clients know that firm management plays a critical role in making this possible, with 54% saying that the impression of being a well-managed advisory firm is an essential pre-condition of selection, according to the FT/MPF Study into effective client-adviser relationships. The Study also confirms that while advisory firm management believes that it is performing well, this view is not shared by clients.
  • Digital and social technologies (2013-14) - MPF and Elephant Creative suspected, that although marketing ‘got’ social media, the same was not true of management, so organised a major survey into attitudes towards digital and social technologies in 2013 and 2014.
  • Managing client relationships (2009-2013) - MPF and The Thriving Company surveyed CRM activities and results specific to professional firms for five years, with well over 1,000 contributions from firms during the life of the study
  • Listed professional firm index (2009) - The success of the MPF campaign to encourage investors to appreciate the profitability, growth and resilience of professional firms can be judged when the MPF Professional Services Index compiled by Noble, consistently outperformed superficially comparable indices.
  • Carbon Footprint (2008) - Far too often (and in many cases wrongly) professional firms are perceived to be commercial laggards – slow to adapt to change, conservative in their behaviours and unlikely innovators. In joining the MPF Carbon Footprint campaign, professional firms were the first major industry group to join together to tackle what is surely one of the greatest challenges facing our society.
  • Best Professional Firm to Work For (2008) - MPF partnered with Best Companies to compile the first-ever listing of the UK's best professional firms to work for in the eyes of their own people
  • The Global 500 (2007 - 2010) - MPF compiled the first ever ranking of the world's largest professional firms. The real achievements of professionals are not that widely known - partly because caricatures are easier to present in the press than flesh and blood. Without professionals and the infrastructure they have created, the world would be a much sorrier place. What is most surprising, perhaps, is not the extent of their contribution - but the fact that it is so little known.
  • Unsung heroes (2004) - In theory, a partnership stands for collaboration and team work; in practice many partners are highly competitive animals, focusing on client-based financial measures to determine relative status and reward. If partners see success in these terms, it is hardly surprising that those who neither directly bring in fees nor deliver services to clients are referred to in pejorative terms, for example 'non-fee earner'.