If 2025’s merger activity was any indication, 2026 is shaping up to escalate law firm consolidation even further. According to industry tracking, law firm mergers increased sharply in 2025—with activity up about 21% in the first half of the year compared with 2024, and 47 mergers of all sizes completed through the first three quarters—keeping the sector on a clear upward trajectory of consolidation.
A key driver is the competitive environment facing firms today: slow demand growth paired with rising costs for talent and technology investment is prompting many firms—both large and mid-sized—to use mergers as a strategic tool for scale, reach, and efficiency. Recent high-profile deals, like the announced combination of Hogan Lovells and Cadwalader into a 3,100-lawyer firm with roughly $3.6 billion in revenue, highlight how widespread and significant this trend is shaping up to be.
For law office managers, mergers bring operational impacts across systems, culture, workflows, and communications. Being proactive can make the difference between a smooth transition and chaos.
Operational Pitfalls to Avoid in Firm Combinations#
- Systems and Process Integration Failures
One of the most common post-merger operational headaches is integrating disparate systems. Firms often operate on different case management platforms, billing systems, file storage, timekeeping workflows, and document templates. Without early alignment and a detailed transition plan, these gaps can cause confusion, dropped work, billing errors, and frustrated staff.
Pitfall to Avoid: Moving headfirst into a merged IT environment without a documented reconciliation of workflows. Build a detailed map of both firms’ systems early and designate transition leads for each functional area.
- Culture Clash and Morale Erosion
Merging firms bring together people with different routines, expectations, and values. Culture clashes — from how staff communicate to how partners make decisions—can fracture morale and impact productivity.
Pitfall to Avoid: Assuming culture will magically align after the contract is signed. Instead, facilitate honest discussions about expectations and norms early and often.
- Talent Attrition and Unclear Roles
Transitions often create uncertainty. Some staff leave voluntarily; others feel unclear about roles or reporting structures. Without thoughtful planning, attrition can spike just when institutional knowledge is most needed.
Pitfall to Avoid: Waiting until after the merger to define staffing and leadership responsibilities—by then, key people may already have exited.
- Client Communication Gaps
Your clients care about continuity. If they hear little about how the merger impacts them—from billing practices to team contacts—their confidence can erode.
Pitfall to Avoid: Treating clients like an afterthought. Instead, integrate client communications early into your change management plan.
Leadership Roles for Office Managers in Merger Success#
- Lead Operational Alignment
You are the nexus of day-to-day workflows. Build a cross-functional integration task force that includes leadership from IT, finance, HR, and practice teams to ensure workflows don’t grind to a halt. Encourage early documentation of all procedures before they change. - Champion Clear, Consistent Communication
Change fatigue is real. Staff will feel unsettled if they don’t understand what’s happening and why. Set regular update rhythms—weekly team briefings, written FAQs, or intranet announcements—to keep everyone informed and involved. Transparency reduces rumor mill anxiety. - Protect Culture and Morale
Organize informal touchpoints—town halls, lunch forums, or open office hours—where staff can voice concerns. Consider small-group discussions bridging legacy firm teams. Actively listening and acknowledging concerns builds trust and helps meld cultural norms. - Coordinate Training & Workflow Harmonization
In the midst of combining firms, support staff often have to learn new systems, templates, and policies. Organize training sessions early—even before go-live—and provide job aides, cheat sheets, and peer mentoring to boost confidence and adoption. - Engage Clients Strategically
Clients want certainty. Draft clear, client-facing materials explaining what the merger means for them—new billing codes, new contacts, unified service teams—and roll them out in a coordinated way. Assign client liaisons to field questions and maintain service quality.
Practical Steps You Can Take Now#
- Audit Your Current Workflows
Document your firm’s systems and practices today—before transition pressure hits. This baseline will be invaluable when reconciling with another firm’s processes. - Build an Integration Playbook
Include checklists for technology, HR, billing, time entry, document management, and client onboarding. A playbook turns abstract plans into executable action. - Set Metrics for Success
Track key post-merger indicators: system adoption rates, timekeeping accuracy, client inquiry resolution times, and staff engagement survey scores. These metrics help you course-correct quickly. - Prepare Clients for Change
Draft client letters or FAQs outlining what they can expect in terms of service continuity, billing practices, and key contact points.