A fresh perspective on the trends and issues across the global legal market.
In this issue: Maximizing performance
VOL 3 | EDITION 1 | 2017
Doing more with less. Lawyers at firms both large and small are exploring these themes as they strive to maximize performance and meet client demands for more efficient services. Alternative legal service provider (ALSP) survey findings, leveraging client mapping to increase transparency, lessons from one of the most innovative law firms in Europe, and how diversity and innovation are shaping the practice of law are just a few of the hotspots this issue covers.
Thomson Reuters Charlotte Rushton recently spoke with Deloitte’s Ami Kaplan about the decades’ worth of initiatives at Deloitte to improve the diversity of its staff.
Anheuser-Busch InBev’s chief legal officer Sabine Chalmers talked with Forum about developing talent and leadership in a global environment.
Roberta Liebenberg about what needs to be done to increase women’s presence on corporate boards and promote a company culture of growth for women leaders.
Duncan Eadie has broken some new ground at the law firm, Foot Anstey in the UK by becoming an equity partner despite not being a lawyer via an alternative business structure (ABS).
Legal teams are integral to business success by becoming conduits to innovation, both inside and outside their companies.
Summit Law Group’s CEO Rod younker sat down with Forum to discuss the firm’s unique approach to pricing, managing growth and innovative plans to stay ahead of the competition.
Also in this issue
Signature Litigation LLP is a new kind of firm, with structural, cultural and financial factors that set them apart as every staff member has a vote in how the firm is run.
What better to predict – and prepare for – the future than to look at how the younger generation of legal buyers differs from their older peers.
Faced with trying times amidst the late 2000’s financial crisis, Vieira de Almedia decided that instead of hunkering down and waiting out the storm, they would innovate.
The dual-leadership model, or leadership dyad, is common in professional service firms. Often it is clear who is in charge, but sometimes it is left deliberately ambiguous.
Among many tech-savvy law firms, client mapping still lags in development and utilization compared to other innovations, and Batalla Salto Luna hopes to change that.
Pricing is a key lever influencing and driving financial performance as well as a pressure point for firms as clients demand more for less – a better balance of pricing and value.
Attorneys are faced with the paradoxical notion that clients want more for less, but firms are pressured to differentiate themselves from their competition.
No longer are law firms the only option for clients with legal work; they now have a wider menu of providers to choose from: Alternative Legal Services.