Less than 15 years ago, partners at most major law firms were responsible for running all aspects of a firm. One partner assumed responsibility for accounting and billing, while another oversaw human resources and recruiting and yet another marketing and communications. Partners often rotated these duties, depending on the level of client work and interest, and it was expected that partners ultimately would take on an administrative role, regardless of whether or not they were particularly suited to a specific task.
Then consolidation of the industry began, and firms grew larger in size. These market factors, compounded by the fact that more and more clients are demanding more service for less money, have made handling day-to-day firm operations particularly onerous for lawyers.
