Uncertain and challenging markets are times when firms and organizations of all types conserve cash. If this can be achieved without cutting needed projects, equipment or services to ensure successful returns to the office, then this is clearly an ideal financial strategy.
Rate increases across the legal industry haven't been as big as the conventional wisdom implies, and clients have more room to negotiate than they probably realize.
A revolution is underway in small and medium-sized businesses (SMB) banking and payments and will impact the way legal, accounting and other professional services firms manage their finances.
Starting in late 2021, the drumbeat of "return-to-the-office" began and now — somewhere in the neighborhood of two years later of that — it begs the question: how are firms doing with their return-to-office? What programs — if any — have been successful?
What strategies can firms take to rein in expenses during a challenging, down market to avoid further layoffs? Look no further than the firm's back-office operations. This article provides a brief overview of five areas where your firm can not just "cut costs" but actually improve operations while doing so.
Over the last year or so, there has been a surge in law firms launching "crisis management" practice groups. Does this move reflect expanding relationships beyond one-off litigation matters? Is this just a collaboration and renaming or repackaging of existing attorney expertise and practices? Or is there something deeper going on?
What strategies can law firms take to rein in expenses during a challenging, down market to avoid further layoffs? Look no further than the firm's back-office operations. This article presents a brief overview of five areas where your firm can not just "cut costs" but actually improve operations while doing so — this is expense "right-sizing."
We are seeing is a variety of successful measures that are designed to help attorneys get what they want: a best-of-both worlds scenario where they keep some work-from-home and fold-in an opportunity to intentionally connect and collaborate with colleagues in the office.
The best and most effective way to drive firm profitability is through influencing partner behavior. The best way to incent the partners is by linking their compensation clearly and directly to the achievement of the firm's business strategy.
Being a good team leader is not easy. It is your responsibility to manage everything about the people and the positions you oversee. Good team leaders create an environment in which attorneys and staff work hard, are loyal, and add to profitability. Setting expectations and goals is an essential step in becoming an effective team leader.
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