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Columns & Departments
In a recent decision, the U.S. Court of Appeals for the Second Circuit addressed application and analysis of the fair use doctrine under copyright law, and reversed the district court’s finding of fair use. In an unusual situation, the lower court had dismissed the complaint sua sponte, although the defendant’s time to respond to the complaint had expired.
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A new generation of legal tech, including rapidly advancing AI and AI assistants, is introducing capabilities that don’t just automate individual steps. These tools act as proactive collaborators, intelligently navigating complex documents, surfacing key risks, applying context, and taking action. They’re helping legal teams move from manual to marvelous — and that transformation is happening faster than many realize.
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The wave of cyberattacks and data breaches has turned information governance from a compliance afterthought into a required business function. Yet, despite well-publicized threats and skyrocketing costs associated with cyber incidents, most companies remain both underinsured and fundamentally underprepared.
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Congratulations! You’ve taken the first step and joined a networking group. Now what? Simply attending meetings and adding the membership to your LinkedIn profile isn’t enough — you need to actively engage to get real value from your involvement.
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While several data points from the ALM and Law.com Compass Mental Health Survey in the legal industry indicated that things have improved slightly, many lawyers sounded the alarm on added pressure from clients due to aggressive rate increases.
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AI and OSINT are not technologies of the future — they are reshaping legal operations today. The firms that embrace these tools strategically, with an eye toward governance, agility, and user adoption, will be positioned to lead. Those that delay will increasingly find themselves managing risk with outdated methods in an accelerated world. This is a defining moment for legal operations. The leap forward is here — and the opportunity is real.
The Matrix refers to a multidimensional framework that encompasses both internal firm capabilities and external client structures. It extends to understanding sophisticated corporate clients with their increasingly complex buying cycles, specialized legal service requirements, and evolving organizational structures. This dual-focused approach-mapping both your firm's capabilities and your clients' structures and need to those capabilities-provides the foundation for strategic business development and can exponentially increase your win rates.
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The legal industry has long relied on the strength of its relationships, the quality of its legal work, and the predictability of its billable hour. But when it comes to financial operations — specifically billing and collections — many firms are still functioning on outdated assumptions, fragmented tools, and reactive processes that no longer meet the demands of the market. If the goal is to grow, improve profitability, and serve clients better, then firms must look at their revenue cycle as a strategic asset — not just a back-office function.
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The concept of "The Matrix" has existed for decades in professional services firms, though it represents a relatively new framework within the legal industry. This powerful approach to understanding organizational capabilities and client relationships offers law firms a strategic advantage in today's competitive marketplace.
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With Q2 well underway, the real estate sector faces a uniquely complex economic landscape. Rather than waiting for clarity, industry leaders are shifting from a reactive to strategic approach — adjusting their financial models, planning timelines and investment strategies to remain competitive in a landscape full of variables. The firms that plan best and adapt to the climate are likely to gain an edge.