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Squared Group founder Demetrio Zema explores new models for law firm panels as external legal relationships move away from brand recognition toward firms that have the data to back their advice.
Law firm founder and leader Trevor Withane suggests that a narrower scope of legal work can deliver better results for law firms and dilute competitive tensions with other players in the market.
In our Q&A, imposter syndrome expert Alison Shamir explains why many very competent professionals experience a debilitating sense of inadequacy about their worth, skills and competence – and she provides some starting points to beat this condition.
North American legal sector analyst Jordan Furlong outlines the role of trust and humanity in the new world order of the legal profession as AI redefines the work of lawyers.
Cybersecurity and technology expert Simone Herbert-Lowe explains recent Federal Court, NSW Supreme Court and Supreme Court of Victoria rulings on the use of AI in the law, noting that principals and other law firm leaders are ultimately responsible for any fallout.
Technology and management consulting expert Mark Andrews considers ‘trust’ in the age of AI and what actions law firms should take to ensure the deployment of new technology helps, not hinders, firms and their clients.
To ensure that employees of law firms are prepared mentally and practically for an era in which artificial intelligence will come to the fore, law firm leaders need to foster a culture and activities that help them learn and adapt, writes Daljit Singh.
In our latest Q&A, Conveyed founder and director Melissa Barlas explains how a family passion for the property market has morphed into a successful legal career – and why it pays to be good to people around you.
In the post-pandemic world, law firms that can’t maintain or build trust with employees and clients can expect an exodus that will shake the foundations of their businesses, writes Trish Carroll.
In our latest Q&A, Law Squared Chief Legal Officer Kate Marshall explains why she has made the switch from top-tier firms to Law Squared; how a cluster model for handling work is making employees and clients happier; and why she believes diversity and inclusion is crucial for all businesses and employees.
In the post-pandemic world, law firms that can’t maintain or build trust with employees and clients can expect an exodus that will shake the foundations of their businesses, writes Trish Carroll.
Leadership consultant Keegan Luiters explain s why law firms should not take a cookie-cutter approach to hybrid work arrangements.
Cyber resilience consultant Simone Herbert-Lowe explains how to prevent and respond to cyber threats. Three key takeaways are: • consider using audit teams to check cybersecurity compliance after major projects • develop more comprehensive plans to protect sensitive client information • discuss in advance your firm’s stance on paying ransoms if cyber extortion occurs.
Errors with pricing for legal work are inevitable, but providing clarity around fees and the value proposition that your firm delivers will go a long way to keeping clients happy while boosting your bottom line, writes Colin Jasper.
To ensure that employees of law firms are prepared mentally and practically for an era in which artificial intelligence will come to the fore, law firm leaders need to foster a culture and activities that help them learn and adapt, writes Daljit Singh.
In the second of a series of reports on the recent World Masters of Law Firm Management conference in Sydney, ALMJ reports on the key messages for law firm leaders from acclaimed American consultant Pam Woldow.
Trish Carroll believes major law firms could be the next target for criticism over government consulting work – an issue that has caused a reputational crisis for some of the big four accounting firms.
In the second of a series of reports on the recent World Masters of Law Firm Management conference in Sydney, ALMJ reports on the key messages for law firm leaders from acclaimed American consultant Pam Woldow.
Errors with pricing for legal work are inevitable, but providing clarity around fees and the value proposition that your firm delivers will go a long way to keeping clients happy while boosting your bottom line, writes Colin Jasper.
Law firm leader Trevor Withane outlines some of the considerations for firms seeking to grow and set up new practices.
