Pulling against the tide – rethinking billing practices in the age of IT
The conservative practice of law has generally had an uneasy relationship with technology. That is only too evident in attempts to measure, analyse, direct and thus overall manage the performance of lawyers at the individual, group and firm level. No doubt, anyone who has been around lawyers for the last decade can recall many stories of partners ignoring, deriding or sabotaging policies about billable-hour targets, time-entry procedures, inventory cycles, and – with particular vigour – any form of numerical analysis and reporting of their performance.
Introducing an effective performance management system is not made easy by the resistance of fee earners, argues Friedrich Blase. But law firm executives must be tenacious to improve their bottom line
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