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EXPLAINING THE INSIDER/OUTSIDER DISCONNECT
Our last column explored the disconnect between how in-house and outside counsel view the work of the latter. The reader will recall that in a recent survey, 62% of law firms gave themselves an “A” for overall performance during the past 3 years. Only 19% of in-house counsel scored them that high.There are a few possible explanations.1. The in-house sector radically changed its value proposition in the year or so separating the surveys.2. Radically different samples between the previous surveys may have been polled. Even if true, it is cold comfort to law firms that they can never know which of these two radiclly different “priority sectors” of their current clients or prospects represents.3. In-house counsel change their fundamental priorities as their own moods dictate or, more probably, as internal pressures and external business conditions change, I'll bet on this explanation being the best one. If I'm not right in every instance, I'll be right often enough.4. Conclusion: law firm sellers must somehow shift with their clients and prospects. It's a formidable challenge, really.
Our last column explored the disconnect between how in-house and outside counsel view the work of the latter. The reader will recall that in a recent survey, 62% of law firms gave themselves an “A” for overall performance during the past 3 years. Only 19% of in-house counsel scored them that high.There are a few possible explanations.1. The in-house sector radically changed its value proposition in the year or so separating the surveys.2. Radically different samples between the previous surveys may have been polled. Even if true, it is cold comfort to law firms that they can never know which of these two radiclly different “priority sectors” of their current clients or prospects represents.3. In-house counsel change their fundamental priorities as their own moods dictate or, more probably, as internal pressures and external business conditions change, I'll bet on this explanation being the best one. If I'm not right in every instance, I'll be right often enough.4. Conclusion: law firm sellers must somehow shift with their clients and prospects. It's a formidable challenge, really.
Why So Many Great Lawyers Stink at Business Development and What Law Firms Are Doing About It
Why is it that those who are best skilled at advocating for others are ill-equipped at advocating for their own skills and what to do about it?
Bankruptcy Sales: Finding a Diamond In the Rough
There is no efficient market for the sale of bankruptcy assets. Inefficient markets yield a transactional drag, potentially dampening the ability of debtors and trustees to maximize value for creditors. This article identifies ways in which investors may more easily discover bankruptcy asset sales.
The DOJ's Corporate Enforcement Policy: One Year Later
The DOJ's Criminal Division issued three declinations since the issuance of the revised CEP a year ago. Review of these cases gives insight into DOJ's implementation of the new policy in practice.
A Lawyer's System for Active Reading
Active reading comprises many daily tasks lawyers engage in, including highlighting, annotating, note taking, comparing and searching texts. It demands more than flipping or turning pages.
Blockchain Domains: New Developments for Brand Owners
Blockchain domain names offer decentralized alternatives to traditional DNS-based domain names, promising enhanced security, privacy and censorship resistance. However, these benefits come with significant challenges, particularly for brand owners seeking to protect their trademarks in these new digital spaces.