Law Firm Management

As global law practices and flexible work arrangements expand, lawyers are increasingly working outside their home jurisdictions. Whether driven by client needs, secondments, or remote work flexibility, these arrangements can quietly create tax residency and permanent establishment risks, often sooner than expected and without formal firm approval.

The outsourcing of office and administrative services is expected to grow 50%-60% in the next five years. Contrary to what decision-makers think, and what the service providers hope you think, the biggest risk in outsourcing isn't choosing the wrong provider. It's outsourcing the wrong process, under the wrong model, with the wrong performance measures and contract terms.

In a brutally tight talent pool for paralegals, there is a path forward. But it requires firms to embrace change and take a more flexible approach to staffing and resourcing. One option is to look beyond the tight domestic talent pool and make greater use of legal process outsourcing (LPO).

The strongest, longest-lasting partnerships were never built because one platform had more features than another. They were built because there was trust. And every relationship I’ve seen fall apart, even when the technology was solid, came down to that trust breaking somewhere along the way.

Clients don't need another firm telling them they use AI. At this point, they assume you do. The firms that stand out won't be the ones talking about AI the most, they'll be the ones showcasing why their approach deserves trust. What does that mean and how do you get there?

The experience database sits among the highest-value assets in law firm marketing and business development. It has become increasingly important, and is now also critical for firm visibility and has moved from optional infrastructure to a foundational competitive requirement.

A majority of Big Law firms surveyed earlier this year are not currently planning to leverage private capital investments, but experts note that a rapidly shifting technology landscape and an ever-widening talent war may cause firms to feel differently about tapping into outside investment as time progresses.

If you want to survive in the wild, wild west of the legal industry, especially the personal injury sector, an effective intake department is table stakes. Here are five best practices for law firm intake based on lessons learned from building ours and from observing how other high-performing firms have operated theirs.