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.
Before the next CRM or AI investment, answer three questions honestly: Where does its data come from? How does it stay current without asking attorneys to maintain it? And what happens to our relationship intelligence when a partner walks out the door?
AI-assisted discovery isn’t displacing relationships, referrals or reputation. What it is doing is becoming the context in which all of those things get their first airing. Increasingly, the question a prospective client asks an AI tool is the question your reputation has to answer before you ever enter the room.
Original research on how ChatGPT, Perplexity, and Gemini decide which legal tech vendors to recommend — and what to do about it.
Law firms are exposed to the AI disruption in a particular way, because the traditional pyramid depends on that volume of work to develop associates, generate origination credit, and sustain the economics of the partnership model. This creates an urgent question for firm leaders: if the base of the pyramid starts to erode, what is left? And who is prepared for what comes next?
A Relationship Density Score that gives firms a single number, a benchmark against what a healthy firm of their size and profile should have. The score answers a question firm leadership has never been able to answer before: how does our relationship network compare to what it should be?
Technical excellence alone is no longer enough for corporate clients. They want responsiveness and a real understanding of how their industry operates. A structured client feedback program is now essential, not optional, and firms that have built one have a competitive advantage.
Law firms are at a variety of stages of AI strategy development, adoption and organizational maturity. While there are many important decisions being made on how to frame, structure, and evaluate these tools into legal practice, firm leaders are also considering the long-term impact on their firm’s business strategy.
Becoming an AI-savvy lawyer takes more than mastery of the technology, it's about building the right mindset. The fundamentals of practicing law and working with clients still matter, and human judgment, empathy and communication are the differentiators.
The next real divide in the legal market is unlikely to be intelligence. The divide will be between institutions that can reliably retrieve and deploy what they already know and those that cannot. The firms that win will be the ones that can surface the right knowledge, in the right hands, before anyone else does.
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