Why Careful Planning is Key to Your Firm’s Success Abroad
First published in The Legal Week
Expanding internationally presents both a significant opportunity and a considerable risk if not approached with care. While many firms successfully enter new markets and enhance their global reputation, others—often less visible—struggle to deliver on early promise despite substantial investment of time and money.
International expansion has become a core strategic objective for many law firms. The benefits are clear: responding to client and market demand, reducing reliance on the UK market, enabling cross-selling opportunities, and strengthening propositions in cross-border pitches.
However, the reality behind many expansion decisions is less strategic than it may appear.
When Expansion Is Reactive, Not Strategic
It is easy to assume that firms entering new jurisdictions are following well-defined strategies. In practice, expansion is often reactive.
A familiar scenario: a senior partner or influential leader identifies a market of interest and champions the idea—sometimes as simply as pointing to a map. Momentum builds quickly, priorities shift, and before long, the firm is committed to opening a new office.
Whether or not this aligns with an overarching global strategy becomes secondary—the strategy is adapted to justify the decision.
Significant senior management time is then invested, often before formal approval processes are complete. In some cases, partners take the lead without full partnership ratification.
Planning tends to be insufficient. Existing internal processes are applied without adapting to local market nuances. Senior leadership becomes drawn into resolving operational challenges. Costs escalate. And within a few years, the office may fail to meet expectations.
A More Strategic Approach
It does not have to be this way.
With the right level of upfront planning—and the involvement of appropriate expertise—the likelihood of success increases significantly. Better decision-making at the right time can also deliver substantial cost savings.
The starting point must be alignment with the firm’s global strategy. This requires an honest assessment of:
The attractiveness of the jurisdiction
Market strength and growth potential
Strategic fit with the firm’s existing capabilities
Where expansion is significant, formal partnership approval may also be required, depending on the firm’s constitution.
What Effective Planning Looks Like
Opening a new office is resource-intensive and involves senior management, partners, and operational teams. At the same time, day-to-day issues inevitably arise and must be managed alongside strategic priorities.
Balancing the needs of the head office with sensitivity to local cultural and market dynamics is essential.
Effective planning should include:
A dedicated project team led by a project manager
Identification of prospective partners and staff, with a strong focus on cultural fit
A robust business plan aligned with firm-wide objectives
Consideration of local reporting structures and governance
Careful assessment of client portfolios, including alignment with strategy and management of the “client tail”
Partner appointments in line with the firm’s constitutional framework
Decisions on the appropriate legal and operational structure of the new entity
A clear understanding of local regulatory and statutory requirements
Thorough business intake procedures
Operational readiness across premises, IT, finance, business development, and knowledge management
Managing the Head Office–Local Office Dynamic
One of the most common challenges—whether in new or established offices—is tension between head office and local teams.
These tensions often stem from cultural differences, limited understanding of local market practices, or perceptions of top-down decision-making. Local offices may feel constrained by “head office edicts”, while central leadership may struggle with inconsistent execution.
Addressing these issues early is critical.
Key Questions for Ongoing Success
Whether establishing a new office or managing an existing international presence, firms should continually assess:
How effectively offices operate both locally and as part of the global network
Whether cross-border opportunities are being fully leveraged
What clients require across jurisdictions
How well the firm understands local market dynamics
Whether local teams understand the firm’s broader strategy and operating model
Conclusion
International expansion can be transformative—but only if executed with discipline and foresight.
Success depends on careful planning, strong alignment with strategy, and proactive management. The more a firm understands the jurisdictions it enters—and the more its offices understand how the firm operates—the greater the likelihood of building a sustainable, successful international presence.
The difference between a success story and an avoidable failure often comes down to one factor: preparation.
Jenny Jones