Efforts by service providers to maximize their resources have resulted, to some extent, in a service delivery model in which teams of consultants specialize only in certain areas, which can lead to “depersonalization” of the service provider. Often with such a service provision model team managers are almost not involved, or are involved only to a certain extent, in the entire service provision process, basing their understanding of the client’s needs on intuition and relying on their teams to support, complete or adjust such intuition. On the other hand, the teams themselves, pressed by the demands to maximize their resources, are often forced to make various compromises to the benefit of some clients and to the detriment of other clients. The provision of services in this manner is conditioned by large portfolios of clients, in the desire to make those portfolios even larger, i.e., demand to make work with clients as efficient as possible from the aspect of planned budgets of service providers. The consequence of this method of providing services is reflected in inevitable segmentation of clients to important and less important clients, where the less important clients do not receive appropriate service. It happens that clients sometimes pay the “hidden hours” of less experienced team members as the hours of their more experienced colleagues.
All of this leads to an automated approach to service provision in situations when such automatization is not justified, causing problems in communication and understanding essential issues both between members of the team providing the service, and between clients and the service provider.
Overcoming, or preventing the occurrence of the said difficulties can be achieved by rational management of own resources and establishing a relationship of trust between the attorney and the client. Namely, in the events when the scope of work does not require exclusive engagement of teams, choosing an attorney instead of a team enables working with an individual who is able to understand the needs, challenges, and perspectives of the client, accompany him in the business and be an integral part thereof. In such a relationship, there is no dilemma about the ratio of what is given and what is received neither when it comes to the client, nor when it comes to the attorney. And finally, there are no less important clients in such a relationship.
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