The article explored the shifting dynamics facing mid-law firms, from competitive pressure by BigLaw to changing client expectations, and highlighted how firms are adapting through targeted practice development, lateral hiring, and more aligned compensation models. Schaefer’s commentary focused on what ultimately separates firms that gain momentum from those that merely expand their offerings.
Relevance Over Breadth
As firms pursue industry-specific strategies, Schaefer emphasized that success doesn’t come from offering the broadest set of services, but from being deeply aligned with client needs in chosen markets.
“For firms trying to pursue industry strategies, success comes from being relevant, not just capable,” he said.
That distinction is becoming especially important for mid-sized firms, which often lack the scale to compete head‑to‑head with BigLaw across every practice area. Instead, Schaefer noted, firms that identify where their strengths intersect with growing client demand are better positioned to stand out.
Why Industry Strategy Works for Mid-Law Firms
The article pointed to the development of focused practice groups, such as those aligned around emerging sectors, as an effective way for firms to sharpen their positioning. According to Schaefer, industry groups work best when they are intentionally designed to integrate complementary capabilities rather than existing as collections of unrelated practices.
Discussing one example highlighted in the article, Schaefer explained why that approach resonated.
“I thought their digital asset group was a good idea. It combines things like enforcement and litigation, which they have a reputation for, with other substantive areas.”
By bringing together litigation strength with regulatory and transactional expertise under a unified industry umbrella, firms can deliver more cohesive, business‑relevant solutions – something clients increasingly expect.
A Strategic Response to Market Constraints
Schaefer also noted that for mid-market firms, industry specialization is often a practical strategic response to real constraints. Rather than attempting to be all things to all clients, firms that commit to specific sectors can build stronger reputations, deepen relationships, and allocate resources more effectively.
This focus enables firms to compete on sophistication without relying on sheer size, while also creating clearer differentiation in a crowded marketplace.
The Bigger Picture
Schaefer’s insights in the Law.com article reflect a broader trend Calibrate sees across the legal industry: firms that grow sustainably are those that make deliberate choices about where, and how, they compete.
Industry relevance, integrated capabilities, and strategic clarity are no longer optional. For mid-law firms navigating an increasingly complex environment, they are essential.
At Calibrate, we work with firm leaders to define and execute these strategies – helping organizations move beyond general capability and toward meaningful differentiation in the markets that matter most.
