A STEADY VOICE in strange times

Al Tamimi & Co’s strat­egy is to keep com­mu­ni­ca­tion links open with clients, adapt to the clients’ needs, and mod­ern­ize in­ter­nal sys­tems to pro­vide top-notch le­gal and value-added ser­vices.

The Business Year Special Report - - Interview -

How is Al-Tamimi be­ing ag­ile in this pe­riod and lever­ag­ing new op­por­tu­ni­ties?

For us, the key fac­tor is be­ing aware of our clients’ needs. So, in many ways, our core role has not changed. We start with a proac­tive ap­proach, main­tain our aware­ness, and re­spond to our clients’ needs, while keep­ing in mind the re­sources and re­quire­ments of our client. A chal­lenge that we, and many ser­vice providers, now face is how to pro­vide in a sit­u­a­tion like COVID-19. We have to find ways to cope and adapt to a new way of do­ing busi­ness dur­ing this pe­riod, which will likely af­fect the way of do­ing busi­ness go­ing for­ward even af­ter the cur­rent cri­sis has passed. The top pri­or­ity is con­stant aware­ness and con­tact with our clients, keep­ing our ears to the ground, and be­ing at the fore­front of know­ing and re­act­ing to the lat­est le­gal changes, com­mer­cial trends, and eco­nomic in­di­ca­tors to best serve our clients. We must al­ways face chal­lenges head on and adapt to what­ever changes, pos­i­tive or neg­a­tive, that our clients are fac­ing. To do this, we have fo­cused on pro­vid­ing value-added ser­vices, news alerts, and reach­ing out di­rectly to in­di­vid­u­als and busi­ness to en­sure that they are well, and if not, ask­ing how we can help. Proac­tive ac­tions of this na­ture are vi­tal in main­tain­ing and grow­ing re­la­tion­ships and pro­vid­ing a re­source that our clients can go to for ad­vice and in­for­ma­tion. Strong law firms must be able to adapt quickly and be the steady voice that as­sists busi­nesses and in­di­vid­u­als in crit­i­cal times.

How are the needs of the clients and busi­nesses chang­ing?

The most no­tice­able as­pects are that some re­quire­ments of busi­nesses have com­pletely stopped, some have been placed on hold for the time be­ing, and oth­ers have shifted their fo­cus to deal with the cur­rent so­cial and busi­ness cli­mate. A com­pany may have de­cided that now is not the time to set up a busi­ness; how­ever, one can still plan for it. Af­ter all, the cur­rent con­di­tions will not last for­ever. The need for client ad­vi­sory ser­vices con­tin­ues to be strong. Given the lock­downs that have been put in place, busi­nesses need to know what they can do within the law to ad­dress eco­nomic hard­ships and mit­i­gate their losses in an ef­fort to main­tain a vi­able busi­ness that can sur­vive the cri­sis. Some ju­ris­dic­tions have is­sued amend­ments to la­bor laws that al­low em­ploy­ers to be more flex­i­ble in terms of im­ple­ment­ing mit­i­ga­tion pro­ce­dures. Ad­di­tion­ally, we have also seen higher client de­mand re­lated to force ma­jeure and govern­ment risk events and cor­po­rate re­struc­tur­ings.

How would you as­sess the progress of fin­tech com­pa­nies?

Kuwait has been a great in­cu­ba­tor for many fin­tech busi­nesses to start and then grow out­ward. This pe­riod has forced change, so un­doubt­edly this sec­tor will wit­ness a boost in the com­ing months. If you are be­hind the curve in terms of dig­i­tal­iza­tion, you will come across prob­lems go­ing for­ward, whereas the com­pa­nies that have been on the fore­front will cer­tainly be best placed to adapt to the ‘forced changed’ that the cri­sis has cre­ated.

What are your strate­gic pri­or­i­ties mov­ing for­ward?

Our strat­egy is to make our­selves known and avail­able to our clients so that they are aware of our pres­ence and ded­i­ca­tion to be­ing at the fore­front of this tech­no­log­i­cal and dig­i­tally de­pen­dent fu­ture. Whether through the use of things such as the Al Tamimi app or find­ing di­verse means of im­prov­ing ef­fi­ciency in com­mu­ni­ca­tion, it is the will­ing­ness and de­ter­mi­na­tion to move for­ward that lies at the core of pro­vid­ing the best and most client-friendly ser­vices. Our key pri­or­i­ties are keep­ing com­mu­ni­ca­tions open be­tween our­selves and clients, adapt­ing to our clients’ needs, and mod­ern­iz­ing our own in­ter­nal sys­tems to best pro­vide le­gal and value-added ser­vices. Busi­nesses must be pre­pared for the next steps with­out fo­cus­ing on un­cer­tain pre­dic­tions and use this time to pre­pare for the days ahead.

“Strong law firms must be able to adapt quickly and be the steady voice that

Philip Kot­sis

Newspapers in English

Newspapers from UK

© PressReader. All rights reserved.