Law Firm Management

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This article discusses profitability drivers and the characteristics and content of useful management information reports that distill critical information to facilitate informed decisions by firm leadership.

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Who's doing what; who's going where.

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Ensuring longer-term and continuous improvements in providing greater value, and therefore sustaining higher levels of client satisfaction, requires addressing areas that have received little attention in the whole value discussion ' the recruiting and development of associates.

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Employee benefit plans and those with authority over their investment activities may be required, like other investors, to file an FBAR if plan investments involve foreign banks or securities accounts.

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Every law firm should strategically monitor its publicly reported diversity statistics to ensure their accuracy and to provide an opportunity to incorporate goals with regard to these measurements into daily operational decisions.

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Law firms need a reliable source of sufficient financing. This article discusses how the innovative application of already-existing business models can help.

Features

Who's doing what; who's going where.

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The ability to convert capital expenditures to operating expenses, tax considerations and other cost-savings benefits are sending businesses to the cloud with glee, while the legal profession is lagging behind but getting the hint. As the evolution of security measures becomes more imperative, tales of international disagreement regarding security regulation make the location of a vendor's servers a question of paramount importance in selecting a cloud provider. For lawyers, this question of location is compounded by jurisdictional considerations.