The evolution of law firm management has been slow and deliberate, usually built around established business management models. For most firms, the model is flat: A few senior-level administrative managers work closely with the partnership's executive management and make most of the decisions. But recently, several firms have adopted a new management model: practice group administrators.
When, in December 2003, U.S. companies were given only a few weeks to become compliant with the newly-enacted CAN-SPAM Act, many companies may have hastily implemented compliance programs in order to get up to speed by the time the Act became effective on Jan. 1, 2004. However, many companies may not have looked for ways to benefit from some of the Act's lesser-known provisions and, in fact, some wrinkles inherent in the Act. A careful review of the details of the Act will reveal ways companies can utilize its provisions to their best advantage.
One of the main concerns of many companies is the ever-increasing cost of patent enforcement. The probative costs of patent litigation can have a chilling effect on innovative businesses and can result in forced settlements, ie, entering settlement rather than incurring attorneys' fees, costs and lost employee time. So the question is: if your company faces the prospect of defending a patent infringement action, is there an alternative to the expensive and time consuming process of litigating a patent in federal court?
Choosing the right place to arbitrate disputes concerning international commercial transactions is of fundamental importance. The choice has significant legal and practical implications. Fortunately for American corporate counsel and their clients, an ideal place of arbitration lies close at hand, just north of the 49th parallel. Canada should be the preferred place of arbitration for U.S.-based organizations involved in international commercial disputes.
Of the top litigation firms in the country that boast a blue-chip roster of Fortune 100 clients, how many are composed of more than 50% women lawyers, 25% gay or lesbian lawyers, and a Native American shareholder? I only know of one: Caldwell, Leslie, Newcombe and Pettit (CLNP) in Los Angeles.
There is not a single statistic that says that women lawyers have achieved equality in terms of pay, position, power, or prestige ' not one. From its roots in 1987 as the brainchild of ABA President Robert MacCrate and its first chair, Hillary Rodham Clinton, the ABA Commission on Women in the Profession has worked to assess the status of women lawyers and support efforts to help them achieve full and equal participation and opportunities in the legal profession. The Commission's lodestar has been that organized and concerted efforts could make a difference in combating the causes and effects of gender bias, stereotypes, harassment, and inhospitable work environments that have impeded the professional careers and aspirations of women in the bar.
Women in Law initiatives and programs are not a new phenomenon. Many firms nationwide have programs that afford their women attorneys business development, mentoring and career counseling. In writing this article, we spoke to 10 different firms to learn the how's and why's of their women's initiatives. In Part 1 of this article we have profiled the first five firms.
National news of importance to your practice.
