Higher profits come at a cost. Be careful what you wish for.
As a multiple-decade veteran of Big Law, I vividly remember the many debates about whether practicing law was a profession or a business. I was often
Recent changes in ABA accreditation standards are
Decision hygiene is to product and service selection as testing is to software development. Skip them at your peril.
Decisions about technology can be noisy affairs.
(Please take a moment to relive one you were part of.)
As
Unlike sharks, killer whales hunt collaboratively. Is this the right approach to the legal tech vertical?
Why aren’t more law firms investing in startups and/or launching corporate venture arms? Is corporate venture capital (CVC) a good fit for the legal industry? If not, is there a better model? And then, finally, what does all of
Examples of ‘Rules of Engagement’ that produce results.
[Editor’s note: Legal Evolution is pleased to announce that Patrick McKenna has agreed to join Legal Evolution as a regular contributor. Patrick fills a large gap in our coverage—the daunting challenges of leading and managing in a law firm. As illustrated by Patrick’s earlier posts, see Post 305
Relevant to what’s happening today.
This post is about three empirically based theories of national decline. It’s written as a freestanding essay. However, some readers may want to know that it’s also Part II of a two-part project to help me better understand the root causes of the United States’ growing social and political instability.
A closer look at my work at UnitedLex.
Editor’s note: For this month’s column, I encouraged Anusia to write about her work at UnitedLex, as it’s a complex topic of great value to the LE audience. See Post 020 (discussing the critical role of change agents in helping social systems successfully adopt innovation); Post 034
Apolitical technicians working in an ahistorical profession. What are the odds of a happy ending?
The graphic above summarizes the U.S. top marginal income tax rate from 1913 (the year the 16th Amendment was ratified by the states) to 2021. One clear takeaway is that for the
One of BigLaw’s biggest pain points is fixable.
There are few people out there with bad intentions, but there are firm leaders with bad habits. I recently spent an hour on a call with the managing partner of an AmLaw 200 firm who was seeking my advice on succession planning and specifically with their practice