By Zack Needles | Karen Sloan | April 9, 2021
A year ago, many across the legal industry hoped the pandemic-prompted shift to remote work would be a temporary nuisance--an obstacle to overcome before getting back to normal. But normal is no longer an option.
By Zach Warren | March 30, 2021
Following five years helping build Liberty Mutual's legal operations program, Jeff Marple tells LTN he's moving to his next challenge: growing digital transformation company KP Labs, an offshoot of California law firm Keesal Young & Logan.
By Rhys Dipshan | February 8, 2021
Apprehensions and retaliation fears could hinder evaluations of diversity and inclusion efforts.
By Victoria Hudgins | June 8, 2020
Demand is high but supply is short for in-house attorneys with a data privacy and cybersecurity background. Lawyers can thank new privacy regulations for the recent surge.
By Shari L. Klevens and Alanna Clair | June 3, 2020
Here are some lessons from the latest survey results, both in anticipating known risks and preparing for the unexpected.
By Sarah Tincher | May 21, 2020
"I'm deeply sorry we're facing these unprecedented circumstances that have required us to make some very hard, very tough decisions," Chief Legal Officer Tony West said in an email to his team.
By Dylan Jackson | May 13, 2020
Many firms have set up dedicated COVID-19 advisory groups as firms look to establish clear branding in uncertain times. But few have tailored the group to a specific industry as Davis Wright has.
The American Lawyer | Commentary
By Cornelius Grossmann and Nicholas Bruch | May 1, 2020
EY's goal is to become an enterprise legal service provider to law departments, blending tech, law and consulting to serve clients' business needs.
By Zach Warren | March 24, 2020
From leaning on video to simply taking a snack break, here's how experts say technology can be the key to keeping those relationships where you want, even when face-to-face meetings are impossible.
By J. Mark Santiago | February 25, 2020
Pay for performance is not a new concept in this country. The ideas and concepts underlying a graduated pay scale based on contribution and merit are deeply ingrained in our society. However, in general law firms have been slower to adopt pay for performance systems. What law firms need now, and this article describes, is an approach to partner compensation that closely links a partners pay to their ability to contribute to the achievement of the firm's strategic objectives.
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