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There are many opinions about what the workplace of the future will look like post COVID-19. Corporate America has long had mandates and best practice policies around remote working, improved office efficiency, sustainability and wellness. Over the past five years, law firms have gradually been adopting these same best practices for their organizations. With the coronavirus pandemic, there is focused attention and a sense of urgency regarding the employee health and wellbeing side of workplace best practices, while also a grave concern about the economic impact of implementation of these practices to the firm’s occupancy cost and bottom line.
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By Anthony Davies
For the Big 4 consultancies, hoteling has been a positive operational construct for over a decade, or in some cases longer. The success of the decentralized law firm depends in some part on how well firms can shift “hoteling” from the negative connotation of “losing my desk” to the positive connotation of “having a hotel-like experience.”
By Charles Toutant
Since the pandemic began, lawyers have been using the coronavirus to justify nonpayment of rent, construction delays and even termination of labor contracts. But the prospect of litigating a contract cancellation based on force majeure is still so fraught with peril that many breach-of-contract disputes end in an amicable resolution.
By Joshua Wurtzel
The use of the frustration-of-purpose doctrine to absolve commercial tenants of their obligation to pay rent could signal headwinds for the commercial real estate market — and the economy more generally.
By Erik Sherman
The new Delta variant of COVID-19 is speeding across the country, raising the question of whether the assumptions earlier this year of an economic rebound — some even predicted a super bounce — were premature.