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The legal sector is facing a period of major metamorphosis - disruptors are making waves in the structuring, process, and service-delivery models, and client's needs are becoming more demanding and value-focused. As the landscape of law transforms many firms will be left facing a situation of, in John Alber's words, change or die. How will law firms keep up with upcoming rapid and volatile changes to the legal sector, and what form will they take after the transformation? What will the law firm of the future be like, and what can firms do today to ensure they are properly future proofed? Lawscape 2025: Defining the law firm of tomorrow is an exploration of the biggest innovations, strategies, and disruptors that are set to change the face of legal practice. Featuring leading industry experts weighing in on topics such as future firm structures and leadership strategies, revolutionised compensation measures, and the growing prevalence of big data, analytics, and artificial intelligence, this title will serve as a trusty manual on surviving the changing landscape of the legal world.

Examining the impact and effects of the COVID-19 pandemic on legal personnel, and the strategies law firm leaders need to consider and adopt to thrive in the new legal ecosystem that will follow.

This book is split into two parts - the first deals with the immediate effects of the COVID-19 pandemic in 2020 and the ways in which is immediately transformed - and is continuing to innovate - the delivery of legal services.

This insightful book features contributions from legal firms doing innovative things in all aspects of the field, going beyond the enabling technology as well as approaches to dealing with market disruption itself.

Expert opinion, guidance, and market knowledge on what today's legal marketplace might look like tomorrow.

What works and what doesn't, examining the issues behind each of these questions and how they form the drivers of almost all human decision-making and behaviour.

In this current period of the 21st century, our workplace is more diverse than at any other point in time. This diversity is due to a broadening ethnic mix, gender representation and spread of generations. Greater mobility, socioeconomic and legislative developments account in the most part for the first two factors, but what of the third? What has caused this widening of the generational spectrum in the workplace? Historically in law firms, the older generation, in particular partners, would move toward retirement and hand over the reins to the next oldest. In today's world of work, with improved healthcare, increased life expectancy, greater knowledge of fitness, and in part historic anxiety over the effects of the global recession, there's a reluctance to rush to retirement. Specifically, here we're talking about the Baby Boomer generation, who are aged between 55 and 73 and, as the name suggests, are not in short supply. Typically schooled in a traditional hierarchical command management style they are the generation now most often faced with tackling the integration of disruptive and aspirational Gen X'ers and more technologically adept and collaborative (but considered less driven) Gen Y or Millennials. They're also now seeing the newest arrivals, Gen Z, who bring an even greater affinity to everything digital but are not quite so comfortable with matters of an interpersonal nature. It's quite a challenge and the reason why this publication delves into the differences between the generations, their influences, preferences, strengths, and weaknesses, to better understand and thereby manage the staff who fall into the respective age groupings. The consequence of older generations remaining in a post is a fascinating and yet challenging prospect. Law firms can be presented with the task of managing at least four and sometimes five different age groups. It becomes five if we add that fit and able and working who are in their mid-70s and beyond, who belong to the "e;silent generation"e;. Multiple generations in one practice with the oldest holding on to the power base and ownership can create pressure points for younger, ambitious professionals seeking a stake rather than simply a "e;steady job"e;. It's likely that in many law firms those appealing for a place at the partners' table will now be coming from Generation Y or Millennials aged in their early to late 30s. Millennials are considered more focused on experiences outside of work than within, but this does not hide or diminish their need for recognition and reward. Gen X'ers will mostly be in their 40s and early 50s and the majority of this group will already have established their partnership credentials. In other words, if it was going to happen for them, it's likely to have been handled one way or another. The X'ers are something of a filling in the career sandwich, with slices of Millennial below and Boomer above. There is a smaller population of Generation X and they will need to find appropriate skills and knowledge to work with their younger and older generational colleagues for mutual gain. By 2020, 50 percent of the US workforce will be made up of Millennial or the "e;Y"e; Generation; by 2030 it will be 75 percent. These Millennial employees, born between 1980 and 1996, have ridden several seismic waves of change - from political and environmental to communication and technological innovation - and this pace of change shows little sign of abating. Having experienced an ever more connected, digitally-driven world, Millennials are now moving through firms to take greater responsibility, head teams, run departments or entire businesses, and in certain cases creating their own version of a law firm. This book explores the various generations within law firms and the challenges, threats, and opportunities they face as staff deal with colleagues from younger or older groups be they Baby Boomer or Generations X, Y (Millennial) or the next wave of "e;Z's"e; as they enter the world of work.

Created by programmers from the mid-90s onwards and launched by technology disruptors in 2008 on the back of the biggest corporate failings in trust and honesty the modern world has seen, Blockchain collects facts as diverse as Wikipedia and churns them out as randomly as Alexa in a playschool. Heralded as the next big thing, blockchain has the potential to radically change the way lawyers work, and even threaten their very existence. So, what is it, and how does it work? This book, featuring opinions and experience from some of the most knowledgeable thought leaders on the subject, aims to cut through the hype and explore the many different facets of blockchain, and what it will mean for the legal profession.

The lack of women in power positions represents a poor return on investment for law firms, and could be costing them far more than they think in both economic and cultural terms. Quite aside from the widely accepted understanding that more diverse teams perform better, research shows that it actually costs more and takes longer to replace female partners than their male colleagues. Moreover, the scarcity of women mentors could be having a long-lasting effect on up-and-coming female associates. The problem is far from new but law firms' usual answers - business development training, diversity programs, investment in "e;women's initiatives"e; - doesn't seem to be having much of an effect, despite the collective millions firms are spending on these. The numbers of women attaining power positions in law firms have remained static for decades. By contrast, the percentage of women holding GC positions in Fortune 500 companies is growing, and women are increasingly likely to be found in in-house roles. Packed with fascinating insight, experience, and research from a broad range of lawyers, coaches, academics, thought leaders, and consultants, Beyond Bias: Unleashing the Potential of Women in Law considers just how much firms are costing themselves by failing to promote and retain talented women, the reasons their efforts have so far seen so little return, and the practical steps they can take to start to move the needle. We'll also consider what women can do more of to create and seize opportunities, claim credit where it's due, and get the most out of their business development efforts, wherever they practice. "e;Beyond Bias redresses some ancient wrongs with practical observations although who can say where we are going and where we will end up: the book is a major start on this new road so do read it soon."e; review by Elizabeth Taylor of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers and Reviews Editor, "e;The Barrister"e;. See the full review here.

Up-to-the-minute insight into AI use cases in the legal industry, showing how artificial intelligence is being employed in law firms and law departments.

Robots in Law: How Artificial Intelligence is Transforming Legal Services is designed to provide a starting point in the form of an independent primer for anyone looking to get up to speed on AI in legal services.

Paying For Residential Care: A Guide For Private Client Practitioners is a follow-up to the bestselling Coldrick on Care Home Fees. This book provides both continuity and significant change in this complex subject.

The contemporary legal landscape is no longer a rigid hierarchy composed of limited and complacent behemoths, but rather an ecosystem, filled with a wide variety of players that facilitate disruption and revolution and jostle for clients' attention with agility and innovation. This includes - but is certainly not limited to - entities such as technology companies, consultants, alternative legal service providers, and paraprofessionals. Law firms are not the only ones in this environment that must adapt or fail; the legal department and in-house counsel, too, must transform in order to remain relevant and competitive. The world of the general counsel (GC) has already seen massive shifts - ever-increasing globalization has meant more legal issues and corporate activism, which in turn has generated new challenges and heightened demand. The GC cannot simply act in the role of outsourcer of work to external counsel, as in the past. With the growth of legal departments (it is now not uncommon for legal departments to number in the hundreds or even thousands, often formed of expensive lateral hires) the GC must now wear a number of hats, including that of the "e;CEO"e; of their department. The introduction of data analysis into the legal space and the oft-repeated mantra of "e;less with more"e; has meant that the GC must now think in terms of spend and budget more than ever before, transforming the legal department from a cost-center to a value-add. They must cultivate a breadth and scope of vision, able to organize and lead their department as an innovator. The flourishing legal ops role also provides yet another challenge for the GC. As the incorporation of legal ops within the law department becomes increasingly essential, the GC must work to ensure alignment and manage change. The present time has been hailed as the golden age of in-house lawyering, yet - and perhaps because of this - it is an uncertain and challenging time for the GC. Tipping Point: Transformation and Innovation in the Legal Department is intended as a handbook for the GC looking to build a truly modern legal department and revolutionize their role. Encompassing aspects from leveraging influence with the c-suite to reimagining organizational hierarchies and seeking the right operational professional, this publication features contributions from those at the frontiers of the profession as it transforms and embraces new areas of expertise.

"e;Client listening is the single most important marketing activity."e; - Paul Amit, Head of Sector and Client Marketing, DLA Piper. Forward-thinking firms know that listening effectively to their clients is crucial for improving client service, value, retention, and, ultimately, profitability. It can also help future-proof your firm by embedding client relationships, and anticipating client needs. Client Listening: Why It Pays and How to Do it, will show you how to design and implement effective client listening programmes and act on the intelligence gleaned to secure these critical benefits for your firm. It highlights the important factors that must be considered before launching a client listening programme, and offers practical advice to ensure its success. Topics include how to: * Identify the role of client listening within your firm's broader CRM and BD initiatives; * Overcome typical objections from individual lawyers to engaging in client listening; * Determine the type of client listening activities which best fit your firm's culture, budget, timetable, and purposes; * Design and conduct effective client questionnaires and interviews (how-to guide included); and * Ensure client feedback is reported, shared, absorbed, and converted into action appropriately. Real-life case studies from DLA Piper, Ashurst, CMS Cameron McKenna, K&L Gates, and KPMG reveal how firms are currently using client listening as a means to deepen client relationships and develop more responsive, value-added services. Useful appendices are also included to assist you with the design, launch, and fine-tuning of your own client listening programmes. These include: * A client listening planner; * A sample client invitation; and * A sample discussion guide for a client service review.

This critical report provides the most up-to-date and detailed guide to the practical, regulatory and ethical considerations that must be reflected in your partnership agreement. Extensively revised, the second edition features new case studies and real-life examples, including a sample agreement precedent and comprehensive updates to reflect how new legal and regulatory developments will affect your deed. Key subjects covered include: *The impact of the Legal Services Act on partnership agreements; *Discrimination in partnerships, in particular, age discrimination; *Outcomes-focused regulation; *New business structures; *Distressed partnerships; *Current trends in mergers; *Profit-sharing arrangements and management structures: *The equality system *Profit share by capital contribution *Seniority (lockstep) *Merit or performance systems *Hybrid profit sharing systems *Retirement annuities *Performance measurement, supervision and disciplinary measures; *De-equitisation: provisions for expulsion from the partnership; *Expulsion, retirement and dissolution; *Good faith, arbitration and mediation; *Drafting for the future, avoiding early revisions and much more - Ensure you understand the necessary considerations of an agreement that not only fulfils legislative requirement, but ensures the attraction, retention and motivation of the best talent for your firm.

With legal fees coming under increasing scrutiny, all law firms, whether they charge by the hour or operate alternative fee arrangements (AFAs) will need to negotiate fees; be it a discount to an hourly rate or a year-long fixed retainer. Budgeting and negotiating skills will be needed by all fee earners with responsibility for agreeing any fees or discounts. The more a firm uses AFAs, the more important budgeting and negotiating becomes. Budgeting and Negotiating Fees with Clients: A Lawyer's Guide is a must-have handbook for individual lawyers, firm leaders and directors of support services who are looking to tackle these challenges head on at both an operational and a strategic level. It provides: * Clear analysis of the increasing importance of budgeting and negotiating fees for all firms whether they have adopted AFAs or rely on hourly rates; * A step-by-step guide for improving individual behaviour and firm-wide processes; and * Practical tools for generating consistently profitable fee structures. Supported by case studies from law firms and law firm clients, along with input from other management consultants, this report covers topics including: * Fee models adopted by law firms; * How AFAs are intensifying the need for budgeting and negotiating skills; * Alternative fees - risks and how to avoid them; * Understanding law firm financial data - a prerequisite for successful budgeting and negotiation; * Creating a realistic matter budget; * An introduction to legal project management; * Overcoming obstacles to negotiating fees effectively; * Managing the negotiation process effectively; * Obtaining the desired fees and structures; * Tips, tactics and tricks for negotiating; * Developing a strategy for better budgeting and negotiating; * Implementing change and embedding best practice; * Business tools for budgeting, negotiating and client communication; * How to operate value billing; and * Best practice law firm negotiation from a client's perspective. This invaluable resource also includes supporting checklists and templates to allow readers to start putting the lessons learnt throughout the report into practice immediately.

With rising competition putting pressure on law firms to raise their performance levels, Alan Hodgart's much anticipated report on Performance Measurement for Law Firms could not have come at a better time. Hodgart, an acknowledged industry expert, provides practical step-by-step guidance on how to effectively measure the performance of your fee earners, core support functions and overall firm. Hodgart highlights the key challenges many law firms face when measuring performance and provides critical advice on how to tackle them successfully through the development of an effective performance measurement system. Key topics covered include: * Measuring performance in law firms - what it means and what to measure; * The key financial measures of profitability and how to calculate them - cost, profit, revenue; * The data and financial information required at firm and practice-group level; * The effective use, and abuses of financial data; * Aligning the economic structure of your type of work to maximise profitability; * Implementing an effective performance measurement system; * How to measure the performance of your fee earners and support staff - finance, IT, Marketing, HR, KM and other; * Client profitability, project management and much more - The report focuses particularly on profitability and demonstrates how it can be used to monitor and compare the outcomes of working with different clients to project future revenue and profit levels. It also includes a useful appendix - an 'Economic Template' which demonstrates how to assemble the relevant data to manage the financial performance of your firm. Performance Measurement for Law Firms is essential reading for any firm looking to measure and enhance all areas of their performance.

In a highly competitive fee-focused environment, project management can be your law firm's lifeline. Project Management for Lawyers report provides a structured approach to planning, pricing and managing legal work that will boost profitability and deliver superior value to your clients. It aims to: *Demonstrate the value of applying project management to a legal practice; *Explain basic project management principles and how to apply them within your law firm; *Provide a simple legal project management framework; *Describe key tools and techniques to support the framework; *Discuss legal project management as a pricing and business development strategy; *Show how lawyers can manage matter profitability and demonstrate value to clients; *Guide lawyers in overcoming the challenges in managing a matter profitably (time, scope and cost); and, *Share practical advice on how to develop and implement a legal project management programme within your firm. Real-life in-depth case studies provide valuable insight into the successful legal project management programmes of Dechert LLP, Eversheds LLP, Seyfarth Shaw LLP and McCarthy Tetrault. A case study from the Royal Bank of Canada is also included to provide the a client's perspective on the value of legal project management. Project Management for Lawyers also comes with a complimentary CDRom packed with useful forms, templates, checklists and frameworks that can be used immediately in planning and executing your own project management programme. These include: *A generic work plan; *A sample staffing profile; *A sample agenda for a project kick-off meeting; *A sample roles and responsibilities sheet; *A client satisfaction review questionnaire; *A project risk log; *A sample change request form; *A sample monitoring worksheet; *An example of an agenda for a lessons learned session; *An example of how to calculate leverage on matter profitability; *A completed monitoring worksheet; and *A work plan for an asset purchase.

This vital report is the only textbook of its kind for practitioners in this complex area of law. Since 2002 this essential resource has continued to fulfil its promise of: Enabling compensated persons to understand and obtain the best deal from the means-tested benefits system through the use of personal injury trusts; Enabling solicitors to unravel the mystique surrounding the foundation and administration of personal injury trusts and to equip them to fulfil their role better for it; Enabling solicitors to develop compensation protection services to help protect their firms from negligence claims and to improve the bottom line; and enabling solicitors to do these things in as efficient and as practical a way as possible with the greatest amount of professional peace of mind. The fourth edition has been fully updated to include: The significant changes by the mental capacity act 2005 which came into force fully on 1st October 2007; A revised and expanded property section with specific focus on purchasing property where there is a P I Trust in place or where the Court of Protection are involved; 2008 changes to the care rules and Employment and Support Allowance, which has replaced Incapacity Benefit for new claimants; Plus, new and up-to-date precedents. It is vital that every lawyer doing personal injury compensation work should have a copy of this book on their shelves to enable them to give truly comprehensive advice as to the final process in achieving compensation.

Risk management within law firms is a rapidly developing area. In the last year economic changes alone (the term 'credit crunch' was as yet unheard of when the second edition was written) have served to highlight the need for your risk management strategy to be under constant review. The credit crunch raises the game for all firms substantially, bringing to the fore issues involving: People; Clients; Regulatory risk; and Insurance. This report, substantially increased in size to deal with the emerging issues, aims to give you a clear understanding of how they will affect your law firm and how you need to respond, in order to manage them effectively. The third edition covers: Solicitors Regulation Authority (SRA) monitoring and enforcement of the Solicitor's Code of Conduct 2007; The Legal Services Act 2007 and the risks it presents; and A review of compliance with the Money Laundering Regulations 2007 - a year after their implementation on 15 December 2007. The report guides you through the distinct requirements of a risk management system including: Responsibility at senior management level; A framework for managing risk across all parts of the business; Integration of risk management processes into firm culture; Accountability in each practice area and support function; A risk evaluation process; External assessment; and Business continuity planning. Subjects covered include: Credit crunch risks; People and culture issues; Client engagement; Finance; Protecting partner assets; Compliance; File auditing; Managing your insurance; Office systems; Location and premises issues; Professional indemnity insurance; And more - Risk Management for Law Firms, 3rd Edition provides an in-depth analysis of key risk areas within the firm and aims to help firms meet new and emerging challenges with clear, practical examples.

Business Continuity and Disaster Recovery for Law Firms is a comprehensive step-by-step management guide to devising and implementing an effective business continuity plan for your firm. This vital new resource will provide you with the necessary tools to ensure that your firm is equipped to respond quickly and effectively to any business disruption, thereby preventing far-reaching repercussions on revenue, incoming work and reputation. Case studies and contributions from top law firms including DLA Piper, Allen & Overy, Ashurst, Clifford Chance and more will also provide you with proven business continuity solutions and mechanisms used to respond to crises, overcome disaster and protect your firm. Areas covered include: Examining the risks facing your firm in the current business climate; Evaluating the likelihood and severity of disruption; Establishing an appropriate continuity plan; Refining and strengthening the main components of your plan; Regulatory imperatives; Internal factors to consider in effective BC planning; IT resilience; data security and systems access; Embedding a disaster recovery process into the culture of your firm; Testing and monitoring the plan to ensure ongoing resilience; Process review: ensuring your BCP is in line with your business strategy; Communication strategies in the event of disruption; and Managing reputational risk; reducing damage and handling press;

The Diversity Agenda offers effective solutions to those endeavoring to maximize their firm's potential through the benefits diversification can bring.

A deep-dive into the key areas that drive innovation forward in the legal profession

The Lawyer's Guide to Legal Project Management is an invaluable asset for any firm looking to capitalise on the strategic gap in the market; whether it be through introducing the fundamentals of LPM, or by bolstering existing functions to incorporate process improvements and to support Knowledge Management initiatives.

This book has been written to show you how to package and position your firm in a way that will allow you to profit from your efforts.

Fully revised and updated, the third edition of this essential handbook breaks down the regulatory changes into bite-sized portions and provides practical guidance to aid compliance.

How do firms break out of the pack and put themselves in a position to enjoy sustained success? How to Become the Firm of Choice provides the answer: firms have to make an explicit decision to become "the firm of choice" in their chosen markets. And, in doing so, they must move their operations to the next level.

This book has visibility as its central theme. It will help you to establish where you need to be visible, how to achieve and maintain visibility with clients, and how to convert visibility into new work. It shares a variety of tried-and-tested approaches to boosting visibility, so you can choose those that suit you best. Every suggestion is designed to be put into practice around fee earning responsibilities. Features of this book: Chapters on how to create visibility and stay visible to clients as well as referrers, how to effectively network to get the best results, and intelligent marketing advice that will aid you and your firm in being more visible. Practical tips to manage your day-to-day marketing activities that can be implemented easily and without a huge requirement for time or budget. Highly practical advice you can put into immediate action, including a series of mini-masterclasses with step-by-step guidance and various templates that can be adapted for your own use.

In today's modern, techno-centric world with its endless supply of data, and the multitude of ways to collect and utilise it, intelligence has become the best tool for law firms when it comes to understanding client needs, offering quality value-oriented services, and garnering and retaining business.

Since the economic downturn law firms that once saw growth as easy and inevitable are finding that the only way to achieve this is now to wrest market share from the competition. There is no one "e;right"e; way to do this; some firms have opted for a determined policy of buying market share and recruiting lateral talent, while others rely on more organic growth. With contributions from a wide range of thought leaders and industry experts, Growth Strategies for the Modern Law Firm provides advice on a number growth options available, and shares practical guidance designed to help firm leaders to formulate and implement a profitable, sustainable growth strategy. Topics covered include:Aligning strategy, culture, and performance management with a growth agendaUtilizing a key relationship management program to retain and grow clients and referral sourcesImplementing listening programs to better serve clients, and create a platform for differentiation and growthMaking cross-selling a cornerstone of growth strategies and firm cultureCritical success factors that enable lateral hiring to be a key to client growthCreativity and innovations impact on growth strategies for legal departmentsSystematic programs for lawyer business developmentOrganic growth strategies through focusing practice specialtiesHolistic approaches to improving client experience that drives client growthand much more...