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If we look back at 2020 five years from now, what will we point to as the key actions that brought law firms back, and which of those are still in play.
When the pandemic of 2020 hit, our firm, like most others, vacated our flagship mid-town Manhattan office along with our other domestic locations and, began the process of working and collaborating from home. Initially it was chaotic, but we learned to Zoom, work remotely, and the billable hours which decreased initially, came back and we ended up close to budget. Payments from clients were slow through 2020 but rebounded in 2021.
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By Jason Noble
Experience management is vital not only in terms of raw time savings and cost efficiencies but is pivotal in the firm’s ability to win new business.
By AshLea Allberry
Law firm leaders are increasingly concerned with lack of engagement. With law firm demand down and office attendance policies in flux, many firms don’t believe their workforce is optimally motivated and are struggling with disengagement. The concern is that psychological investment changes when professionals don’t see co-workers in the office, making it easier to develop distance, and disconnect.
By Joel Wirchin
Marketing and business development for law firms increasingly complex. As competition intensifies, RFPs and marketing output rise, and maintaining brand consistency across changing markets, regions and diverse work settings becomes a critical concern. It’s time to think big.
By Sharon L. Levin and Bruce DeGrazia
As cybercrime intensifies, it is revealing a skills shortfall among those who defend our financial infrastructure. It has become critically clear that we need to radically rethink the way we prepare our frontline defense to include more experts with both technical savvy and accounting expertise. In other words, we need an army of cyberaccountants.