Transformation of a Company in Order to Provide Sustainable Development and Business Scale

I have been working as a lawyer in Equity law firm for more than eight years. Now I am a counsel in this company. Equity is a multifunctional law firm with different well-developed practices. Nevertheless, it mainly is focused on national litigation. Generally, we have reached leading positions in the Ukrainian law market for the past eight years. Recently EQUITY has been recognized by Legal 500 EMEA 2023 in its annual research of the Ukrainian legal market. Equity has been listed in White-Collar Crime - tier 1, Dispute Resolution - tier 2, Banking, finance and capital markets - tier 3, tax - tier 3. Following rate was based on client's feedback for the previous years. As an employee I am entitled to influence managerial processes within my team which consists of 5 persons. Additionally, I carry on the business activity of real estate objects which Equity owns with 8 extra employees which gives me also possibilities to conduct optimization. Nevertheless, for the years I have been observing some systematic constraints which limit further development of the company. Key problem - Despite a tremendous increase, Equity remains to be managed in manual mode which would result in further slow progress or even regress. I advocate the idea that the company needs more synergy of all employees to achieve systematic growth.