Thommessen – the Judges were impressed with the implementation of this strategy that commenced in 2015 and has delivered sustainable change. Implementation centred on a small number of mission-critical initiatives and on individual engagement so that everyone understood and could effectively contribute to the firm’s four strategic goals. Role based implementation, extensive coaching (including sports based visualisation techniques) and internal consultation were used to nudge behaviours and working practices. This people-centred approach has achieved high levels of personal engagement across the business, enthusiasm for the new initiatives and organisational change. As a result, revenues, client satisfaction and market share have all increased.
Jo Cartwright, Sverre Tyrhaug, Lars Eirik Gåseide Røsås and Nicholas Bailey (Santander)
A close second, ARC had an impressive plan to build a niche pension law firm, focused on three core service lines. Starting from scratch in 2015 implementation meant taking that vision and executing it quickly and effectively. Partners (and teams) were recruited from global law firms to work in an entrepreneurial and open environment. Key clients, including other law firms, were won and major transactions completed. As a result, the firm has seen revenues grow from zero to £4million this year with impressive profit margins.