First, please allow me to acknowledge that no, I am not particularly into self-denigration. I am also well aware that I am, in fact, a consultant to the legal industry. This article is not intended to be an attack on any individuals or even the profession as a whole. Think of it instead as a reset—an opportunity for reflection and advancement.
Many law firm consultants and management teams are experts in the mechanics of law firm financials—RPL, PPEP, utilization, realization and the like. They wax poetic about the value of originations and working attorney figures, advocate formulaic compensation models, debate the merits of two-tier partnership structures and guide law firms through facilitated discussions of strategy and practice management. What if the truth is that none of these matter—or, more accurately, they matter a lot less than they used to? What if tomorrow’s law firm simply didn’t have any of these—no more measuring of time in six-minute increments, no more quibbling over origination credit, no more hardline divisions between practice areas (gasp!)?
This content has been archived. It is available through our partners, LexisNexis® and Bloomberg Law.
To view this content, please continue to their sites.
Not a Lexis Subscriber?
Subscribe Now
Not a Bloomberg Law Subscriber?
Subscribe Now
LexisNexis® and Bloomberg Law are third party online distributors of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® and Bloomberg Law customers are able to access and use ALM's content, including content from the National Law Journal, The American Lawyer, Legaltech News, The New York Law Journal, and Corporate Counsel, as well as other sources of legal information.
For questions call 1-877-256-2472 or contact us at [email protected]
