Large law firms rode a strong 2024 on the back of broad demand and aggressive rate growth — but the model is wobbling. Expense pressure is up, realization risk is real, and AI is reshaping how clients assess value. Firms that treat their legal and client experience as structured data (and not as anecdotal story sharing at meetings) will plan faster, pitch smarter, cross-sell wider, bill more, and protect margins when market tailwinds fade.
In an industry where every square foot and every second count, paper records are more than a legacy. They are a liability. While many law firms continue to manage sprawling records rooms and offsite storage contracts, a growing number are discovering measurable value, both fiscal and strategic, by embracing smarter digitization strategies.
In the practice of law, technical expertise is expected; what often distinguishes an attorney in the eyes of clients and colleagues is professional presence. Etiquette — the way we conduct ourselves in daily interactions — can be a decisive factor in building trust, strengthening client relationships, and representing the firm with distinction.
For more than a decade, Google was the default gateway to inbound leads. Law firms built content strategies around page-one rankings, and legal technology companies poured budget into paid search ads because visibility at the top of the results meant visibility in the pipeline. But that era is ending.
Our 2025 Navigating Compensation Negotiations report, based on the experiences of over 300 in-house legal professionals, provides a detailed look at how negotiation is evolving, where professionals succeed or struggle, and what employers can do to retain top legal talent. The findings suggest a profession that accepts negotiation as standard practice but continues to struggle with inequities in information, internal advancement, and the valuation of non-cash compensation.
Legal technology is in the middle of a paradigm shift — one where firms are no longer satisfied with incremental fixes and point solutions. Instead, they’re seeking transformation: of systems, workflows, and outcomes. Nowhere is that transformation more urgent — or more impactful — than in how firms manage the revenue lifecycle.
Firms no longer have the luxury of making do: productivity is leaking, risk is compounding, and legacy systems — once seen as untouchable — are now being scrutinized through a different lens that prioritizes agility, security, and user experience. From dispelling misconceptions, to the risk of traditional print and how to focus on the basics, here are the top six things firms need to know about closing the gaps in legal document management.
Clients now demand faster, more tailored responses. And as expectations rise, so does the pressure on law firms to deliver with greater speed, accuracy, and professionalism. But new research suggests the profession isn’t keeping up.
The legal profession doesn’t just demand excellence; it devours those who cannot sustain it. Law firms scramble to address time management and mental health, yet one daily ritual remains overlooked: how lawyers eat.
You might have a client who has won a large judgment in court. After settling up with your firm, they have a large sum of money. Logically, they should preserve the money or put it to work providing an income for the future. How involved should you be? How involved do you want to be?
