Legal Services Lincolnshire (LSL) asked us to review their operating model and build a roadmap for the future. Their ambition was to reduce the administrative burden on departments and help them retain talent so they could provide a service that will continue to meet their partners' needs as conditions change and priorities evolve. Find out what they needed – and how we helped.
The challenge
"As a shared legal service supporting Lincolnshire County Council (LCC) and its district partners, we’ve always prided ourselves on delivering high-quality legal support across the region. But with increasing financial pressures, evolving strategic priorities, and operational challenges—particularly around recruitment and internal processes—we knew it was time to take a hard look at how we operate.
Our Alternative Business Structure (ABS) had untapped potential. Originally designed to generate income by offering legal services externally, it hadn’t been fully leveraged. We lacked a clear strategy for growth and needed to understand how to unlock its commercial value in a way that aligned with our broader financial goals.
At the same time, we were renegotiating our partnership agreement with the districts. This gave us a unique opportunity to modernise our service delivery model and ensure it reflected the priorities of LCC. We also faced persistent staffing challenges, particularly in specialist areas where we relied heavily on locums. We needed a better approach to recruitment and retention to reduce costs and improve service continuity.
Internally, our financial processes—especially the way we recharged services across departments—were creating unnecessary administrative burdens. We saw this review as a chance to streamline operations, improve efficiency, and future-proof our service.
We set out six core objectives: align with LCC priorities, drive operational efficiency, streamline financial management, support staffing sustainability, embrace technological advancement, and create capacity for growth. We needed a partner who could help us reflect on where we were, define where we wanted to go, and map out how to get there."
The solution
We supported LSL through a structured, three-stage review process that delivered a clear, actionable roadmap for transformation. The process began with a comprehensive assessment of their current state, identifying key challenges and operational pain points. From there, we collaborated with them to define a future vision and develop a phased implementation plan to bridge the gap.
Our approach was grounded in partnership. We conducted one-on-one interviews with senior leaders and facilitated two in-person workshops to ensure every voice was heard. These sessions enabled open dialogue, fostered alignment, and helped shape a shared strategic ambition. We also introduced alternative models and insights from across the public sector to challenge thinking and inspire innovation.
The result
The roadmap was tailored, practical, and immediately usable. It outlined both financial and non-financial benefits, and provided a clear path forward—something especially valuable given the day-to-day pressures on LSL’s leadership. By creating space for strategic thinking, we helped shift the team’s focus from reactive operations to proactive planning.
The impact was tangible: stronger leadership alignment, renewed strategic focus, and a clear direction for the future.
"Working with Grant Thornton gave us the clarity and confidence we needed to reimagine how legal services are delivered across Lincolnshire. Their structured approach, sector insight, and collaborative style helped us build a roadmap that’s not only ambitious but achievable.
We now have a clear path forward—and a leadership team that’s aligned and energised to deliver it."
