Features
The Business Intelligence to Competitive Intelligence Continuum
Where law firm leaders' "gut judgement" was once sufficient, running the business well now requires solid intelligence (yes, Big Law is a business). Decisions must balance the demands of clients with those of the partnership. Law firms are awash in data, but harnessing it to support sound decision-making is a major challenge.
Features
The 'Faltering Company' and 'Unforeseen Business Circumstances' Exceptions Under The WARN Act
<b><i>Traps for the Unwary or Lifesavers for the Unlucky?</b></i><p>The WARN Act contains several affirmative defenses that provide employers with a complete defense to liability under the statute when a company's exigent condition forces an immediate cessation of operations. This article identifies the key features (including the benefits and drawbacks) of each.
Features
Ransomware Attack on DLA Piper Puts Law Firms, Clients on Red Alert
The ransomware attack on June 27 on DLA Piper sounded an alarm for Big Law. The world's biggest firms are just as prone to ransomware attacks as any other company, and the potential ramifications of a network-crippling malware infection are wide-ranging for a service industry that holds the legal fate of corporations in its palm.
Features
Why Associates Leave and How You Can Get Them to Stay
When a seemingly happy and successful associate announces the decision to move on, his or her firm can be left feeling shocked and confused. This article provides insight behind these moves, and what law firms can do to make their top associates want to stay.
Features
Law Firm Strategy Execs Wield Uneven Clout
The role of chief strategy officer (CSO) — increasingly common in corporate America — has been adopted by relatively few law firms. Consultants say perceptions of what the position entails and whether it's necessary vary widely throughout the legal industry.
Features
The Am Law 100: Dark Clouds on the Horizon
While the year-on-year trends look appealing, a longer-term analysis reveals that many key metrics are showing signs of pressure, and firm performance is growing increasingly erratic. The Am Law data reveals that the past year has been good to Big Law but it also shows growing signs of problems on the horizon.
Features
Alternative Legal Services Providers: Changing Buyer Perceptions
No longer are law firms the only option for clients with legal work; they now have a wider menu of providers from which to choose. But what are the contours of that Alternative Legal Services (ALS) market? How are these new providers being used by corporate clients and law firms? What's driving that usage? And what does it mean for traditional law firms?
Features
Motivating Attorneys To Accomplish Firm Objectives
Absent the willingness or inability of first tier partners to create an environment in which blossoming attorneys can achieve their personal, professional and economic objectives, the likelihood is that these very attractive partners may leave to join other law firms.
Features
Law Firm Strategy Execs Wield Uneven Clout
The role of chief strategy officer (CSO) — increasingly common in corporate America — has been adopted by relatively few law firms. Consultants say perceptions of what the position entails and whether it's necessary vary widely throughout the legal industry.
Features
<b><I>Leadership:</I></b> How Do You Measure Up?
Whether a firm has poor leaders, leaders with no vision, leaders who micro-manage or leaders who are downright dysfunctional, somewhere in the firm there is an opportunity to help a leader or a group of leaders to become more effective.
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