Smart Growth Part 7: Organic Growth of Revenue

12.03.19 | Posted By: Susan Duncan
In our prior post, Smart Growth Part 6: Organic Growth of Talent, we discussed the need for growing your talent organically as well as through lateral hiring of associates and partners.  Today, when leaders and consultants talk about organic growth, they often are referring to the revenue side of organic growth.  In a highly competitive environment Read More

Smart Growth Part 4: Lateral Partner Hiring

10.16.19 | Posted By: Susan Duncan
As we discussed in Smart Growth Part 1, hiring lateral partners or small groups of partners and associates provides law firms with short and long-term opportunities to add partners with strong client relationships and portable books of business to shore up their revenue numbers.   Whether adding well-known and positioned rainmakers to a practice or industry Read More

Innovation Case Study 3: Perkins Coie

08.07.19 | Posted By: Susan Duncan
  In our two prior posts,  Innovation Case Study 1 and Innovation Case Study 2, we described two different law firm approaches to innovation.  This third case study describes the efforts at Perkins Coie with a focus on those being led or shepherded by Toby Brown, the firm’s Chief Practice Management Officer.  Toby has been in Read More

Innovation Case Study 2: Davis Wright and Tremaine – Fostering Service Delivery

07.26.19 | Posted By: Susan Duncan
At the recent P3 Conference (P3 stands for Pricing, Project Management and Process Improvement,) Sam Davenport, Business Innovation and Finance Director, DWT/De Novo, DWT and Brian Fanning, Director of Practice Economics at Davis Wright & Tremaine, shared their approaches to how they support and expand a culture of innovation at the 550-lawyer firm that has Read More

Innovation Case Study 1: Levenfeld Pearlstein

07.10.19 | Posted By: Susan Duncan
Levenfeld Pearlstein is a 75-lawyer firm in Chicago. Its innovative CEO, Angie Hickey, recently shared her insights at the P3 Conference about how the firm has adopted a corporate style Customer Experience culture that sets it apart.  Their client focus permeates everything the firm does both internally and externally. The firm was founded in 1999 Read More

Innovation in Law Firm Operations: Takeaways from LMA’s P3 Conference

06.26.19 | Posted By: Susan Duncan
Nearly four hundred professionals gathered for the 7th annual P3: Practice Innovation Conference focusing on project management, process improvement and pricing and hosted by the Legal Marketing Association.  It was an impressive group of experts and very instructive to see how law firms continue to expand their commitment to legal operations and innovation in their Read More

The Skills Gap Part 1: What Competencies will Lawyers Need to Stay Relevant in the Future?

05.15.19 | Posted By: Susan Duncan
Our last three posts have addressed different aspects of innovation that are occuring in the legal profession:  Innovation Part 1: What It Is and What It Isn’t, Innovation Part 2: Insights from Expertsand Innovation Part 3:  ALSPs Are Expanding and Aren’t Alternative Anymore.  Inherent in all of this client-driven change and digital transformation is the Read More

Innovation Part 1: What it Is and What it Isn’t

03.20.19 | Posted By: Susan Duncan
With so much buzz about the need for innovation in the legal profession, it can be overwhelming and also very misleading. Many misconstrue that innovation in law firms is all about technology.  It isn’t.  Some of the most fundamental innovation that is occurring has to do with how work is done, why, by whom and Read More

Practice Groups Part 2: Practice Group Leader as Strategist

11.28.18 | Posted By: Susan Duncan
It is surprising how many law firms, their leaders and partners eschew the discipline of planning and strategy. Many firms still don’t require annual plans or even the process of planning from their partners, or practice groups and many don’t even have a strategic plan for the firm. A survey conducted by Patrick McKenna and David Read More

Practice Groups Part 1: The Framework and Leadership Role

11.07.18 | Posted By: Susan Duncan
Most law firms have implemented a  practice group structure. Even those firms that retain the traditional, larger umbrella department structure (for example, corporate/transactional, litigation/disputes, regulatory,) most break down the management of the practice into smaller strategic business units that are used to: Organize lawyers and manage talent with specific skills and specialties Develop, execute and monitor Read More