There has been much discussion among bankruptcy practitioners and scholars as to whether the courts have abdicated their responsibility to enforce the Bankruptcy Code and whether debtors and creditors committees are too easily pressured by lenders such that control of bankruptcy cases has been effectively ceded to secured creditors. One of the areas where many would say this is most prevalent is with post-petition lending.

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With a multiplicity of advanced decision support tools now available to law firm managers, it's important not to lose sight of key criteria for appraising all such systems. To facilitate effective decision-making, the designers and implementers of any reporting or BI system should aspire to these attributes: decision usefulness, relevance, reliability, timeliness and understandability.

So what's all this excitement about Business Intelligence? You already have a pretty good report writer built right into your time-and-billing system. Your vendor provides over 50 pre-designed reports, each with selection options. Moreover, you have someone on staff that knows Crystal Report Writer. Isn't this all you need? <br>No, it's not. Today's law firm managers need more powerful and flexible access to financial information than canned or even custom-programmed report writers can deliver.

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Accounting and other enterprise systems amass information that is, almost by definition, not actionable by front-line lawyers. Volume of data is inherently at odds with actionability, and a good enterprise system must accommodate volume. It must account for every circumstance, every variable, every iteration. Much of this volume is chaff to lawyers. To be useful, the wheat must be winnowed out and presented to the pricing and staffing decision makers themselves (<i>ie</i>, not just to green eyeshade types deep in the firm).

[Editor's Note: I've appreciated the cooperation and restraint of all authors in not dwelling on the sales points for their particular Business Intelligence…

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Over the years, it has become clear to me that being successful in the lateral market has as much to do with a firm's recruiting process as with the firm's AmLaw ranking. Those who understand the game, regardless of their size, regularly outperform those who just don't "get it." Below is an examination of some factors that separates the players from the also-rans.

There is a tsunami wave coming to law firms caused by an earthquake out there called value billing. Every law firm, small to large, will be affected. The wave will wipe out and suck out to sea the old guild culture, organizational structure, the products and services, and the compensation systems. Although the idea has been around since the publication of books in 1989 and 1992, titled Beyond the Billable Hour and Win-Win Billing Strategies, respectively, there has been little progress throughout the legal profession. Lawyers still expect to bill by the hour based upon the false assumption that effort equals value. Clients are changing their views of value added. We are entering a new era where law firms must change the way they must serve clients and value partner contributions.

The legal profession is experiencing a renewed interest in professional development at many levels, as we predicted would occur when the situation changed from a buyers' to a sellers' market in the pursuit of talent. Not only are firms and their clients seeing an increase in work with a better economy, but also the change in the demographic picture as the large cohort of baby boomer senior lawyers start to transition out is significantly influencing the demand and requirements for professional development. More is happening on the training front; however, important gaps between what is being offered and what lawyers need in terms of skill and fulfilling of client needs are still evident.