The standard law firm model that has been in effect for the better part of the last 20 years is becoming less viable and the way law firms are run is undergoing a subtle, yet significant change, driven largely by information.
The so-called "silo mentality" has come to be defined as an attitude found in many organizations that occurs when several departments or groups do not actively share information or knowledge with others within the same company and have little to no understanding of what the others are doing.
Jurors at the criminal trial of three former Dewey & LeBoeuf executives facing fraud and conspiracy charges heard vivid descriptions of some of the drama that precipitated the firm's bankruptcy filing in May 2012 from former litigation partner Ralph Ferrara, whose testimony continued late last month.
The request for information (RFI) regarding the use of so-called "brokerage windows" is one of the more recent developments surrounding what has become an increasingly controversial topic regarding the investment of Section 401(k) plans and other participant-direct retirement plans.
For law departments, today's business environment is making it increasingly difficult to manage, control or reduce costs while being able to achieve satisfactory results. This is forcing companies to become more efficient in managing and controlling legal costs handled both internally by the organization and externally by outside counsel.
The U.S. Supreme Court on June 1 revived a discrimination lawsuit that accused Abercrombie & Fitch Co. of refusing to hire a Muslim woman because she wore a religious headscarf.
The firm is always looking to improve service delivery, and in 2014, we were struggling with a template management solution that was falling far short of what the firm wanted. Our mission was straightforward: find a template application that the firm could manage and freely use on its own without external help and that meets the latest technology and software versions.
Escheatment laws are voluminous and could appear to be unrealistic to keep up with; however, knowing that they are there can spare you from an unwelcomed unclaimed property audit.
Over the years of my consulting practice, I have seen many formerly great law firms fail and go under. The reason? They lost the anchor to their core values, and then started drifting into issues and concerns that eventually destroyed them from within. Herein, I try to lay out what can be done to keep the anchor holding.
I am a management safety and health lawyer. For the first 30 years of my practice, I provided counsel to employers in hundreds of cases involving serious injuries. Twenty-four of those cases involved fatalities. None involved workplace violence. In the last five years, however, clients have increasingly sought my assistance with employee-on-employee violence issues.
