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

Innovation Case Study 4: Morgan Lewis & Bockius

08.21.19 | Posted By: Susan Duncan
Our prior three law firm case studies have featured a 75-lawyer firm in Chicago, a 550-lawyer US firm and a 1,100-lawyer firm all based in the United States except for 13 full-time lawyers in China. This case study is about global law firm Morgan Lewis, with more than 2,000 lawyers across 17 offices in the 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 3: ALSPs Are Expanding and Aren’t “Alternative” Any More

04.17.19 | Posted By: Susan Duncan
[Editorial Note: We apologize for the error in our last post Innovation Part 2: Insights from the Experts. We mistakenly referred to Bill Deckelman as John. ] The most recent Alternative Legal Service Providers 2019 Report* was released in January. In the two years since the survey was conducted last, the ALSP market has grown Read More

Innovation Part 2: Insights from Experts

04.03.19 | Posted By: Susan Duncan
The 2019 Legalweek conference hosted presentations by many experts who represented various players in the legal ecosystem: law firms, in-house lawyers, technology companies, ALSPs and consultants.  In our prior post, Innovation Part 1: What It Is and What It Isn’t, we provided the framework for how to think about innovation in law. In this post, Read More

Practice Groups Part 3: Practice Group Leader as Financial Steward

12.12.18 | Posted By: Susan Duncan
As firms continue to grow in size and complexity, it often is no longer possible for them to drive, manage and measure the revenue growth of the firm only through the central leadership. The concept of practice groups operating as business units is that they now have primary responsibility for overseeing major aspects of their Read More