Stop Chasing Problems: How Law Firms Can Shift from Reactive to Proactive Operations

Mattern Associates
Oct 7
2 min read

Too many law firms operate in reaction mode. They deal with vendor issues only after service declines, scramble to update contracts days before expiration, or troubleshoot problems that better planning could have prevented.

This isn't a strategy flaw; it’s the natural byproduct of overextended leaders juggling too many responsibilities. But over time, a reactive posture drains resources and undercuts operational control.

Reaction Drains Resources

Firms stuck in reactive cycles spend more time, money, and energy fixing avoidable issues. A few common examples:

Last-minute contract renegotiations that leave the firm with no leverage
Delayed response to attorney complaints, impacting morale and perception
Poor visibility into vendor performance until it reaches a breaking point

The pattern is consistent. Without structured oversight and forward-looking processes, firms lose the ability to guide outcomes. They’re left cleaning up after them.

Proactive Firms Build Better Systems

Moving from reactive to proactive operations isn’t about working harder. It’s about working more deliberately. We’ve seen successful firms implement these core practices:

Regular operational audits
Consistent performance tracking across vendors and internal teams
Alignment of service models with firm growth, attorney expectations, and strategic goals
Early detection protocols that surface issues before they escalate

Proactive firms don’t wait for someone to complain. They inspect, adjust, and manage with intention.

An Am Law 100 firm with over 1,000 attorneys asked us to assess their cost recovery practices, not because of a crisis, but because leadership suspected hidden gaps. What we found confirmed it: inconsistent billing, outdated systems, and missed revenue across offices. By taking action early, the firm recovered over $1 million in lost annual revenue, improved process consistency, and implemented stronger governance for sustained oversight. That kind of proactive thinking protects both margin and morale.

Create a Culture That Anticipates

Becoming proactive isn’t just about installing dashboards or scheduling audits. It’s a mindset shift. Here’s how firms can start:

Assign ownership for vendor performance, contract terms, and service outcomes
Set a quarterly check-in cadence, not just annually, and not just during renewals
Gather internal input before making operational decisions, not after they backfire

Small steps, repeated consistently, create institutional habits. Over time, those habits free up leadership to focus on strategy instead of recovery.

The Mattern Perspective

Proactive operations save firms time, money, and stress. When systems are built to anticipate rather than react, firms operate with confidence and stay ready for what’s next.

We help firms make that shift. From designing vendor governance programs to optimizing contract cycles and internal service models, we bring structure where it’s needed most.