While the types of awards and rankings run the gamut, there are universal writing principles that bolster the chances of winning any recognition requiring a written submission. Here are six writing tips to improve and enhance legal rankings and awards submission writing.
Every decision to onboard a client, partner, lateral hire, contractor, consultant or expert witness carries risk. Yet many firms continue to rely on onboarding practices that have not kept pace with the digital world in which their clients and people operate.
Organizations selling in professional services markets are aware of how competitive the landscape can be. Getting buyers' attention and earning their business require more than just having a presence across different marketing channels. That’s where omnichannel marketing comes in.
The future of outside counsel relationships will not be defined by which firms adopt AI first, but by which firms integrate it most effectively into their broader value narrative. AI amplifies efficiency, but efficiency alone does not win or keep clients.
To win the talent war in this free-agency era of partner movement, firms must have a war chest. After all, anything is on the table now, recruiters say, when it comes to lateral moves.
The most important question in modern onboarding is no longer, “Did we Google them?” It’s: “Do we have a clear, defensible understanding of the reputational and conduct risks associated with this client or individual — and can we stand behind that decision if it is later challenged?”
After Baker & McKenzie laid off hundreds of business professionals this year, several law firm staffing leaders predicted more cuts coming in Big Law, whether it’s a result of artificial intelligence tools or other factors. Some staffing recruiters predicted that Baker McKenzie’s move could even encourage others to go forward with their own cuts.
Large law firms were settling into 2026 on a high note. Early returns showed that, despite the pressure from the Trump administration last Spring, law firms turned in some of the highest profit increases they have seen in the last decade. But, as recent events show, nothing is certain.
Attorney bios are read by people, but often before that happens, they are parsed, ranked, summarized and compared by machines. Bios have become an essential source of data and content for AI-enabled technology, and their quality, structure and content impact which lawyers — and firms — get surfaced, promoted and, ultimately, hired.
Artificial intelligence is changing how legal work is performed. What’s needed is problem-solving optimism, a clinical appraisal of the firm’s capabilities and economic position, and earnest resolve to change before market pressure forces change under duress.
