Law Firm Management

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A discussion of mandatory retirement in law firms and the ADEA.

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Cost-control methods in law departments are more than just talk as cost pressures are creating a fundamental shift in the management and operation of the departments and their interaction with outside counsel, results of a recent Hildebrandt International survey suggest.

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As a participant in a law firm, you should be thinking about what you can do to contribute to the success of the firm on a frequent basis. Whether you are the managing partner, a practice group leader or an associate, your daily, weekly and monthly activities should contribute not only to your personal goals, but to the firm's goals as well. In addition, your goals should include those related to current clients, potential clients, marketing and firm administration. The following are some important goal-setting techniques and some examples you should keep in mind throughout the year, not only to make sure you are growing personally, but also to make sure you have contributed to the overall growth of the firm in a meaningful way.

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If your firm has a number of legal departments, how does one determine the profitability (or economic contribution) of each? Delving further into a specific department, how do you measure the profitability of a practice area?

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The Practice Support Department has long recognized the importance of project management to promote cost-containment strategies and to ensure compliance with discovery requirements during the discovery phase of a litigation case. While the firm developed its own sophisticated project management database, the newly implemented iFramework software takes project management to a higher level.

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

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

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Moving to an apprenticeship model holds great promise in helping young lawyers transition into practice and in helping firms show that their young associates can make valuable contributions to client service.