What Law Firms Get Wrong About “Efficiency”
The Word That’s Lost Its Meaning
“Efficiency.”
It’s one of the most overused words in legal management. Everyone wants it. Every new tool promises it. Every operations meeting mentions it.
But somewhere along the way, efficiency became confused with speed.
The truth? Moving faster isn’t always progress. Sometimes it’s just chaos at a higher velocity.
The Efficiency Trap
Many law firms fall into what I call the “efficiency trap” — trying to do more with less, rather than doing the right things with precision.
It shows up as:
Rushed work that requires costly rework later.
Over-automated processes that confuse clients and staff alike.
Associates “multitasking” so much that quality quietly declines.
Leadership trying to squeeze productivity instead of improving systems.
It’s like running on a treadmill — lots of motion, no real movement.
Why Law Firms Chase False Efficiency
The problem starts with how firms measure success.
If the only KPI is hours billed, efficiency becomes synonymous with “how fast can we bill more.”
If the only goal is reducing overhead, efficiency becomes “how cheaply can we get this done.”
Both approaches miss the point.
Efficiency isn’t about cutting time — it’s about increasing value.
True Efficiency = Effectiveness
The firms that get efficiency right understand one thing:
It’s not about doing everything faster.
It’s about ensuring that what you’re doing matters.
That means:
Streamlining the work that doesn’t require judgment.
Automation has its place — for repetitive, rules-based tasks like reminders, follow-ups, and data entry.
Protecting the work that does.
Client communication, strategy, and complex legal thinking are not areas to cut corners. They’re where your firm’s value lives.
Aligning people to strengths.
Efficiency skyrockets when every team member works in their “right seat.” A legal assistant shouldn’t be reinventing intake processes, and partners shouldn’t be chasing invoices.
Building systems that serve people — not the other way around.
Technology should remove friction, not add layers of busywork.
The Law Firm “Efficiency Illusion”
It’s easy to think that adopting the latest project management software, AI drafting tool, or CRM will instantly make your firm more efficient.
But efficiency isn’t built on tools — it’s built on discipline.
Even the best tech won’t fix:
Undefined workflows
Unclear accountability
Redundant approvals
Lack of follow-up
That’s why so many firms say, “We bought the system, but no one uses it.”
Because efficiency isn’t something you can purchase — it’s something you practice.
The Cost of Getting It Wrong
When firms confuse speed for progress, the consequences are subtle but serious:
Clients feel rushed and undervalued.
Employees burn out from unclear expectations.
Mistakes multiply, and quality control suffers.
Leadership spends more time fixing problems than improving systems.
You don’t win loyalty by being the fastest — you win it by being the most consistent.
How a COO Builds True Efficiency
A Fractional COO doesn’t just streamline — they design structure around purpose.
They:
Audit where the firm’s time is really going (and what’s actually profitable).
Identify where tools create duplication instead of simplification.
Redesign processes so that people spend their time on value-creating work.
Implement accountability systems that make improvement continuous, not occasional.
Efficiency, done right, gives you time back — not just time saved.
The Bottom Line
Efficiency isn’t about cutting — it’s about clarifying.
It’s what happens when your people, processes, and technology all work toward the same goal.
So before your firm adds another tool, another step, or another “quick fix,” ask:
Does this make us faster, or does this make us better?
Because the best firms don’t chase efficiency.
They build effectiveness.
At ING Collaborations, I help law firms stop confusing speed for progress. As a Fractional COO, I design systems that align people, tools, and strategy — turning “efficiency” into measurable, sustainable results.