When Adding Practice Areas Hurts More Than It Helps
The Temptation to Expand
Growth-minded law firm owners often see adding a new practice area as the fastest path to more revenue. On paper, it makes sense: expand services, attract more clients, and capture more market share.
But here’s the catch: adding practice areas without structure often hurts more than it helps.
The Risks of Overexpansion
Diluted Focus. If your attorneys are spread across multiple areas, expertise suffers. You risk being “good” at many things but “great” at none.
Brand Confusion. Clients struggle to understand what you’re known for. A firm that tries to be everything to everyone rarely attracts ideal clients.
Operational Overload. New practice areas mean new workflows, systems, and often new staff training. Without planning, this can cripple efficiency.
A Better Way to Grow
Instead of chasing every possible practice area, law firms should grow with intention:
Evaluate your foundation. Are your systems and processes strong enough to support expansion?
Understand the market demand. Just because you can offer a service doesn’t mean you should.
Pilot before you launch. Test one focused addition before rolling out firmwide.
Scaling Is About Timing
Adding a practice area is like adding a new engine to a plane mid-flight — exciting, but dangerous if your systems aren’t ready. Without strong processes, clear roles, and a leadership structure to manage change, the new addition can drag the entire firm down.
Where a COO Fits In
A fractional COO ensures growth doesn’t come at the expense of stability. They analyze the firm’s operational readiness, build systems that can scale, and keep expansion tied to strategy — not impulse.
At ING Collaborations, I’ve helped firms grow intentionally — avoiding the pitfalls of overexpansion. If you’re considering a new practice area, let’s make sure your systems are ready first.