The firm sought to increase the number of women at Partnership level while creating a more inclusive culture for a wider range of people, particularly those from offices outside London.

Leadership understood this wasn't just about fairness—it was about survival.

Expanding into Middle Eastern and Asian markets with a predominantly white, male, UK-centric leadership model was strategically untenable.

They needed their leadership to reflect both their talent pipeline and their growing client base.

Dr. Suzanne Doyle-Morris worked with the firm on-site for six months to institute legal sector culture change at the highest levels.

She led the Board, Senior Partners, and Managing Partner in discussions on aligning wider business goals with their new wider focus on diversity.

This ensured this wasn't treated as a separate initiative but as core business strategy or a way to simply 'fix the women.'

Comprehensive Assessment Methodology

The diversity and inclusion strategy included:

• Leadership alignment sessions: Working with Board and Senior Partners to connect diversity goals to business strategy

• Stakeholder interviews: 70 staff members across focus groups and individual meetings

• Sector and service head consultations: Understanding specific challenges in different practice areas

• Merger impact analysis: Examining the long-term cultural effects of each merger and acquisition on their employees

• Client-facing events: Public engagement on how the culture was changing, building external accountability

• Regional office inclusion: Ensuring perspectives from offices outside London informed recommendations

The high-profile nature of Dr. Doyle-Morris' work sent a clear signal: women at the firm were pleased to see gender balance being addressed seriously, giving them optimism about their own futures.

Externally, the firm transformed from one with significant gender balance problems to one seen as leading on these issues in the legal sector—even winning awards for their diversity initiatives.

Measurable Leadership Changes (Three Years Post-Engagement)

• Promotion processes inadvertently favored those who fit the traditional military-trained profile

• Women and diverse candidates were being overlooked despite statistically stronger performance than their competitors

• Succession planning lacked intentional diversity considerations

• HR processes needed evolution with a diversity and inclusion lens

• High-potential women lacked structured development opportunities

• Many initially dubious employees would support change if leadership demonstrated genuine commitment

The facilitation process helped enable a realistic action plan with clear accountabilities and review periods—essential for an organization accustomed to precision and measurable standards.

The firm achieved dramatic increases in female representation across leadership:

• Remuneration Committee: 50% (from significantly lower baseline)

• Board Level: 38% (substantial increase)

• Partnership Nominations Committee: 50% (ensuring diverse pipeline consideration)

• Service Heads: 33% (leadership across practice areas)