Law Firm Management

Turning time into money begins with the metrics a firm has in place, whether the key performance indicators are being measured and tracked, and how technology is being leveraged to streamline the entire process. technology plays a vital role in not only monitoring and 'policing' these metrics, but financial management and billing technology in particular, can always be tweaked and customized to better firm metrics ' especially as they relate to firm utilization, realization, and A/R aging.

When corporate legal and IT departments deploy new enterprise software, migrating legacy data into the new system is usually one of the larger challenges faced. When it comes to e-discovery software, this challenge is exasperated as matter information may be contained in legacy systems or in a collection of spreadsheets or other ad hoc tools.

Who's doing what; who's going where.

Who's doing what; who's going where.

Writing in many parts of the legal and business worlds has probably changed more in the last decade than in any comparable period over the last five centuries. Those who fail to adapt will pay the consequences.

Attorneys are typically very good at describing their skills and recounting problems they have solved for other clients, but they struggle with asking for the business.

Successful business generators tend to ask questions in particular sequence. This sounds fairly simple, but it takes consistent work and strong skills to become effective at using this approach.

If we were to analyze law firm mergers by plotting client satisfaction on one axis and partner satisfaction on the other, the resulting scatter diagram would reflect a surprising few combinations that were deemed satisfactory after the fact to all parties.