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Columns & Departments
A Collection of Moves in the Cybersecurity and Privacy Practice Areas
Features
Hourly rates can be a moving target as clients negotiate down firms' published rates, but in a low-demand era where lawyers need every dollar they can bring in, it seems associates are the ones troubled lately with how rates are set.
Features
Should law firm leaders be firing more lawyers? That seems to be the takeaway of a report released last month by the legal consultancy Altman Weil.
Features
The author learned a great many lessons from his late father. In this article, he mentions several things that have helped him considerably throughout his professional marketing career, and that he frequently passes along to others at various stages of their professional development.
Features
A strong, powerful and constructive culture has a significant impact on a business's ability to differentiate, to offer top-shelf client service, to attract and retain talent at all levels and to reach new levels of profitability. Regardless of how technology continues to help the legal industry reinvent itself from a mature industry to a young and thriving industry, culture and people will remain a key driver of any firm's long-term success.
Features
There have been four waves of change over the last 50 years. We are now entering the fifth wave and this one will be a tsunami. The lawyers who do not recognize the trends will not be able to enter a new era and survive. The fifth wave will turn partnership leverage, compensation systems and the business model upside down. There is not much time to make the incremental changes that will support sustained profitability in law firms.
Features
<I>The Wall Street Journal's</I> recent front-page headline on billing rates tells only part of the story. "Legal Fees Cross New Mark: $1,500 an Hour," the Feb. 9 article announced before listing partner hourly rates at several big firms. But that's only part of the story.
Features
Despite appearing to accept that rapid and ongoing market change is here to stay, firms, and their leaders, have responded with change efforts that can largely be described as limited and reactive short-term solutions. Why?
Features
Ask lawyers what they find EXCITING about selling (it is okay to use the "sales" word) and most will say winning, followed closely by developing new relationships. On the flipside, they fear rejection and failure. Add risk aversion and low resilience to the mix and business development can feel daunting.
Features
Since debuting in law firms nearly a decade ago, the latest generation of lawyers has raised more than a few eyebrows. Workplace flexibility, firm culture integration, meaningful training with takeaways and clearly defined billable hour goal options were not nearly as mainstream before the arrival of the Millennials.