Why “Good Enough” Operations Hold Law Firms Back
The Danger of “Good Enough”
Most law firms don’t fall apart because of dramatic failures. They stall because leaders decide their operations are “good enough.”
Intake works most of the time.
Billing goes out — eventually.
People generally know their roles.
It’s not broken, but it’s not excellent. And in law firm operations, “good enough” is where growth goes to die.
The Hidden Costs of Settling
Client Frustration. If intake lags or communication falters, clients notice. Even small inefficiencies erode trust.
Staff Burnout. Constantly compensating for weak systems drains morale and accelerates turnover.
Profit Leaks. Inconsistent processes create write-offs, missed collections, and wasted time.
Growth Ceiling. You can’t scale shaky foundations — they crack under pressure.
Real Example:
I worked with a firm that insisted their billing system was “fine.” Bills went out — but inconsistently, with errors, and without follow-up. Collections lagged, cash flow was tight, and partners were frustrated. Once we overhauled billing with a clear cadence and accountability, collections improved by 25% in six months.
“Good enough” had been quietly costing them six figures.
What Excellent Looks Like
Intake: Every lead is logged, tracked, and followed up within 24 hours.
Billing: Invoices go out on schedule, are clear, and include easy payment options.
Roles: Everyone knows what they own — and what success looks like.
KPIs: Metrics provide real-time visibility so leadership sees problems before they escalate.
How a COO Elevates “Good Enough”
A fractional COO identifies where “good enough” is costing you and implements the systems, processes, and accountability to move from adequate to excellent. That’s where scale — and profit — really happen.
At ING Collaborations, I help firms move past “good enough” to build operations that actually support growth. If your systems feel adequate but your results feel stalled, let’s talk.