Lawyers love to talk about firm culture—how it sets them apart from the competition and makes them special and different from the rest. But short of reciting talking points, few have ever been able to define what their culture really is. And now it’s getting even harder.

Faced with directives to work from home for a while longer, with the likelihood that hybrid work models will become the norm even after omicron and subsequent COVID-19 variants pass, and with an industry where firm loyalty is fading fast, management will have to be more creative, will have to break out of its traditional work patterns to define—or redefine—a firm’s distinctive culture. 

This content has been archived.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

Why am I seeing this?

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]