LJN Newsletters

Ramping up for document-review is a challenging prospect, requiring a firm to react quickly and aggressively, depending on the requirements of the case. And the rising demand for attorneys to review vast stores of documents generated by click-of-a-button, lightning-fast contemporary e-commerce is also giving rise to law firms engaging in more electronically grounded commerce themselves as they advise and assist clients in meeting requirements of routine document review, storage and disposal as part of regular business, and the specifics of electronic discovery.
Vendors are offering off-site document-review rooms (DRRs) more frequently for customers who see the value these resources provide, and the DRR market is expanding.

It seems that one price we pay for a sound economy is a growing shortage of talent. Finding and keeping good talent in a strong economy, for many firms, is becoming a major intrusion in firm management, consuming large blocks of valuable time.
If you're a major international law firm, recruiting is relatively easy. But if you're not, you face a vast array of problems. You may be competing against larger or more prestigious firms. You may be in a small town that nobody ambitious wants to work or live in, or a town with expensive housing. You may find yourself in an area with a large number of competing firms. And recruiting, remember, is a competitive business.

most lawyers considering their ethical obligations under applicable rules of professional conduct typically aren't employees or partners of the client itself. Likewise, ethics rules and authorities, virtually invariably, address the traditional attorney-client relationship. The role of in-house corporate and law firm counsel, from an ethical perspective, has received very little reported attention. But that doesn't mean that these issues aren't there, or that a law firm or corporation does not need to pay attention to these issues. Failure to plan ahead on ethics strategies, with the help of experienced ethics practitioners, could subject the entity to increased risk of liability. The lawyers involved likewise could be exposed both to liability risks and to potential bar counsel grievances or unauthorized practice of law (ULP) complaints. The three most troubling aspects of these issues are discussed below.

We live in litigious times. Here are some tips that can help reduce your firm's exposure to a successful malpractice claim.

How do you get the highest and best use out of your firm's professional development investment, over and above the clear benefit to your own lawyers and staff? Odds are there is a huge amount of intellectual property already in existence as a result of your firm's internal programs. Consider turning what is a valuable cost center into an invaluable business development resource.

A new, more proactive ' if tedious ' hiring strategy has emerged that mid-market firms are adopting. Rather than target highly sought-after rainmakers or hope for a ready-made practice group to shake loose from a large firm, these practices are building their offices piecemeal by cherry-picking young guns from the biggest and best firms, enticing them with flexible billing rates, shorter partnership tracks, oodles of support and a free rein.

Why is private equity funding the hottest thing in franchising today? In the past 12 months, private equity buyouts have included well-known brands such as Cinnabon, Church's Chicken, Taco Bueno (a regional taco maker), and regional frozen dessert operator Rita's Italian Ice.

Highlights of the latest franchising cases from around the country.