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IT had never really been viewed as a profit center, only as necessary overhead. In the many years that IT has been fulfilling that role, we've seen an explosion of software and hardware choices to meet all of our daily needs. Now, you name the need and chances are good that there is an application out there to meet that need. With this comes a lot of investment: research, trial periods for testing, hardware, software, added personnel, training and consultants to name just a few.
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Legal services are not sold, they are bought. You can't sell something that the other person doesn't want. Hence, the most effective way to detect a lead is to find someone ready to buy.
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The vision of this article is to provide a model that may be used in discussing how a firm can power into the next few years. It uses a watershed analogy to demonstrate drivers for higher margins and the skills required to maximize each stream of effort running toward the earnings "lake."
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In the course of doing business, every law firm generates and tracks massive amounts of data, be it in a time and billing system, general ledger accounts, payroll, etc. Structuring those data into a meaningful framework allows a law firm to sift through a large amount of statistics to analyze and answer important business questions.
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Whether your firm is currently providing legal services toclients in India or has plans to target this market, you should be aware of several recent legal developments in India and the potential impact they will have on your operations.
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Fisher & Phillips LLP, a national labor and employment law firm, will move its national headquarters in Atlanta in November 2010. The firm is moving into the new 12th & Midtown development where it will occupy two floors of a new 38-story office tower at 1075 Peachtree Street. Fulbright & Jaworski L.L.P. has appointed partners to serve as new heads of its offices in Austin, TX, and Denver. In Austin, Butch Hayes, a member of this…
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When your firm takes on a new hire, you may be putting the firm at risk for disqualification from a large case. Here's why.
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As an organization, what do we do when a client asks us to proceed through uncharted waters? Do solutions conceived outside of our comfort zone make us seem reckless or inversely, innovative?
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This article outlines some of the essential advantages, and the challenges, in constructing an effective in-house training program.
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The vision of this article is to provide a model that may be used in discussing how a firm can power into the next few years. It uses a watershed analogy to demonstrate drivers for higher margins and the skills required to maximize each stream of effort running toward the earnings "lake."