Maintaining consistent communication with clients can be time-consuming for most law firm professionals. Balancing this task with other competing responsibilities becomes challenging when case management, administrative duties, and strategic planning also demand the lawyer's attention. The time has never been better for firms to start introducing technology, like AI, to improve their overall business.
State law bar associations mandate Continuing Legal Education (CLE) for attorneys to ensure that legal professionals remain informed of the evolving laws and to maintain a high standard of professional competence. Unfortunately, "how to be successful" is not taught in law school nor approved as a CLE topic.
Results from American Lawyer's Diversity Scorecard The pace of growth slowed for representation of diverse attorneys in 2023, but every underrepresented group still made gains.
Adequate investment, especially for marketing technology, enables departments to function effectively. Unfortunately, this funding is often insufficient. Technology without support is like installing a lightbulb in a home that has no electricity.
Roughly 85% of U.S. law firms plan to change the size of their real estate portfolio over the next two years, with more than half expecting to add space and about a third planning to reduce it.
Highlights some of the in-depth analysis and insights from lawyers and other practice area experts from the nine LJN Newsletters titles over the first quarter of 2024.
Here's the playbook for disruption: Take attorneys out of the equation. Stop building CRM that succeeds or fails on their shoulders. We need to shift the focus and, instead, build the technology from the ground up for the professionals who actually use it: marketing and business development.
The COVID-19 pandemic disrupted the industry in many ways, pushing law firms to rapidly adopt remote work solutions, digital transformation and cost cutting measures. While some adjustments proved effective, most industry leaders are prioritizing higher office attendance as a measure for future success.
Here's the playbook for disruption: Take attorneys out of the equation. Stop building CRM that succeeds or fails on their shoulders. We need to shift the focus and, instead, build the technology from the ground up for the professionals who actually use it: marketing and business development.
Business people are often confused about the differences between succession planning and exit planning. Attorneys are in the unique position of being able to guide their clients through the confusion.
