The outsourcing of office and administrative services is expected to grow 50%-60% in the next five years. Contrary to what decision-makers think, and what the service providers hope you think, the biggest risk in outsourcing isn't choosing the wrong provider. It's outsourcing the wrong process, under the wrong model, with the wrong performance measures and contract terms.
In a brutally tight talent pool for paralegals, there is a path forward. But it requires firms to embrace change and take a more flexible approach to staffing and resourcing. One option is to look beyond the tight domestic talent pool and make greater use of legal process outsourcing (LPO).
The strongest, longest-lasting partnerships were never built because one platform had more features than another. They were built because there was trust. And every relationship I’ve seen fall apart, even when the technology was solid, came down to that trust breaking somewhere along the way.
Clients don't need another firm telling them they use AI. At this point, they assume you do. The firms that stand out won't be the ones talking about AI the most, they'll be the ones showcasing why their approach deserves trust. What does that mean and how do you get there?
The experience database sits among the highest-value assets in law firm marketing and business development. It has become increasingly important, and is now also critical for firm visibility and has moved from optional infrastructure to a foundational competitive requirement.
A majority of Big Law firms surveyed earlier this year are not currently planning to leverage private capital investments, but experts note that a rapidly shifting technology landscape and an ever-widening talent war may cause firms to feel differently about tapping into outside investment as time progresses.
If you want to survive in the wild, wild west of the legal industry, especially the personal injury sector, an effective intake department is table stakes. Here are five best practices for law firm intake based on lessons learned from building ours and from observing how other high-performing firms have operated theirs.
While Clifford Chance may be the latest firm to enter a legal battle with former partners over compensation clawbacks, it certainly isn’t alone, as pay disputes between firms and outgoing partners are becoming more common, amid rising partner pay and lateral movement.
Law firms are shifting toward financing strategies that allow them to invest in growth while increasing flexibility, liquidity and long-term planning discipline. The conversation is no longer simply about acquiring equipment. It is about building a financial structure that supports continuous operational growth.
The legal industry is going through the same leadership reckoning playing out across the Fortune 1000. The pioneers are already on the far side of the river. The settlers are crossing. And the stragglers are still deciding whether to go. Which camp are you in? And more importantly, who are you learning from right now?
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