Eve Vlemincx

Eve Vlemincx -

Interview

In this special edition of Lawyer Monthly Women in Law, we are excited to feature Eve Vlemincx, a distinguished strategic advisor and futurist with a background in corporate and commercial law. Eve’s journey began as an attorney, but her experiences with the conservative nature of the legal industry and the challenges encountered during restructurings inspired her to seek innovative solutions.

Additionally, Eve’s role as a futurist involves anticipating trends and developments, helping law firms make informed decisions to prepare for the future.

In this interview, Eve discusses her transition from Big Law to a focus on leadership and innovation, the systemic challenges faced by law firms, and the importance of bridging the gap between business and legal practices.

Eve, can you share your background with our readers and explain what led you to become a strategic advisor and futurist? For those unfamiliar with the role, how do you develop your advice, and what is your process?

My journey began as an attorney specializing in corporate and commercial law. The conservatism within the legal industry often left me both intrigued and frustrated. I observed significant challenges both in the law firms and during various restructurings and transformations I participated in. This prompted me to seek solutions, leading me to pursue further education at prestigious institutions like Oxford, Harvard, Kellogg, and Stanford, where I continue to be part of the teaching team. To drive meaningful change, we need new knowledge and skills. Without this, we end up repeating the same patterns.

As a futurist, my role is forward-looking. I anticipate upcoming trends and developments, crafting a clear vision for the future. It is about providing insights that can help organizations make informed decisions and prepare for the future.

My process involves translating theoretical frameworks into pragmatic solutions, transforming a law firm’s goals into actionable strategies for long-term sustainable success while addressing current challenges.

What inspired you to transition from Big Law to focusing on leadership and innovation in the legal and business worlds?

The challenges I encountered within law firms and with clients inspired my transition. I saw immense potential for improvement and knew these issues could be addressed more effectively. Committed to high quality, I sought answers from the best business schools. Many current problems are tackled in isolation, focusing on symptoms rather than understanding the root causes. My broad expertise allows me to understand and address root causes.

What are some common challenges law firms face, and how do you help them overcome these challenges?

Law firms face several systemic challenges that require a different approach. Wellbeing is a major concern. The war for talent—attracting, engaging, and retaining top professionals—poses a significant challenge, with only 17% of employees feeling engaged at work. Many firms lack strategic direction, often confusing strategic plans with actual strategies, which hampers growth. Additionally, rapid technological advancements necessitate a shift from reactive to proactive approaches.

To help law firms overcome these challenges, I focus on systemic solutions. By proactively addressing these root causes, we can equip law firms to navigate challenges and thrive in the current landscape.

You emphasize bridging the gap between business and legal within law firms. Can you elaborate on why this is important and how you achieve it?

Bridging the gap between legal and business involves two key aspects. Lawyers are legal technical experts, but they often lack leadership and management skills. First, law firms need to professionalize their operations. Many firms still have managing partners juggling management duties alongside their legal practice, which is insufficient. Second, traditional approaches to restructuring and transformation are often inadequate, with 70-90% failing.

Effective management and leadership skills are critical for running a firm, leading teams, and handling cases effectively. To be effective, lawyers need other skills and must embrace continuous up- and reskilling.

I advocate for law firms to operate with the same professionalism as any other business. By doing so, we create more dynamic, efficient and innovative law firms. In addition we address the root causes of to name some employee engagement and wellbeing. These answers exist, we just need to translate those to the legal industry.

What, in your experience, are the key elements that make up a high-performing team within an organization?

A high-performing team is characterized by a clear vision and purpose, trust, effective communication, psychological safety, mutual respect, and shared goals. Effective leadership that fosters a culture of belonging, collaboration, and innovation is crucial.

Finally, can you share a success story where your strategies significantly impacted a firm?

It can be about big shifts, but it does not necessarily have to be. One notable success involved a firm struggling with low engagement and high turnover. By implementing a comprehensive transformation strategy that included leadership development, process optimization, and a cultural shift towards innovation and a collaborative mindset, the firm underwent a complete shift in engagement and teamwork. We intentionally addressed challenges that are often still considered normal in law firms, such as a competitive culture as opposed to a collaborative team culture. The firm saw a marked increase in productivity and client satisfaction. This transformation underscored the power of strategic foresight and a holistic approach to organizational change.

“My unique blend of legal and business expertise allows me to bridge the gap between the two fields and provide valuable insights to address the root causes of your organizational challenges.”