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Features
Many law firm leaders insist that artificial intelligence has no place in their businesses; however, common applications employed daily may be using AI without them knowing. This phenomenon, often referred to as “shadow AI,” highlights a growing risk for firms that have yet to develop comprehensive governance strategies for artificial intelligence.
Features
Formal requests for proposals for in-house legal work are surging in popularity, but their effectiveness still comes down to whether legal teams are using them strategically — or just filling out spreadsheets.
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In a legal marketplace transformed by technology, heightened client expectations, and fierce competition, law firm leaders must approach strategy with rigor and clarity. The following questions, accompanied by relevant statistics and explanations, offer a focused guide for uncovering opportunity and driving sustainable growth.
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The difference between technology investments that succeed and those that fail may have less to do with the tools themselves than the operational foundation beneath them.
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The firms investing in administrative strategy — and in the people who embody it — continue to be the ones turning innovation into true competitive advantage.
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Technology infrastructure now defines how law firms deliver service, manage compliance, and compete for clients. The most forward-looking firms are not just upgrading systems; they are transforming how they plan, finance, and govern their technology investments.
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Washington state expanded the breadth of its sales tax laws, which could catch professional service firms off guard. While traditional legal and accounting services are exempt from sales tax, the ripple effects of this change could still substantially impact professional services firms, albeit in subtle but significant ways.
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For decades, in-house practitioners have chosen outside litigation counsel through instinct, personal networks and anecdotal experience, often defaulting to a familiar name, a trusted former colleague, or a firm remembered for a handful of “big wins.” More recently, some have attempted to bring data into the process, which while useful, rarely correlate with future performance in the unique circumstances of a new matter. Today, forward-looking general counsel are beginning to adopt the same kind of predictive analytics that have already reshaped other high-stakes industries.
Features
Legal technology is in the middle of a paradigm shift — one where firms are no longer satisfied with incremental fixes and point solutions. Instead, they’re seeking transformation: of systems, workflows, and outcomes. Nowhere is that transformation more urgent — or more impactful — than in how firms manage the revenue lifecycle.
Features
Firms no longer have the luxury of making do: productivity is leaking, risk is compounding, and legacy systems — once seen as untouchable — are now being scrutinized through a different lens that prioritizes agility, security, and user experience. From dispelling misconceptions, to the risk of traditional print and how to focus on the basics, here are the top six things firms need to know about closing the gaps in legal document management.
