In a continual effort to differentiate themselves from the competition and increase revenues, many law firms are actively seeking to add practice areas or specialty groups. It should be obvious that without close integration of new specialty groups, a firm forfeits some of the advantages of adding them in the first place. Managing partners of firms that have successfully achieved new practice area integration say that there never can be too much. Surface and deal with concerns that the status of existing practices, partners or associates will be threatened by bringing in new blood. Integrate practices and staffs.
Physical location is an important element.
Office assignments may need to be shifted. Encourage frequent contact, and keep the buddy system in operation for six months. Formally charge one person with the responsibility of being the integrator or ombudsman. Otherwise too much of the integration process will tend to be neglected or fall through the cracks. In any case, the managing partner or a member of senior management should be closely involved as should the marketing director, if the firm has one.