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Broken into a series of direct and insightful articles from a broad range of legal and financial experts in the private client sphere, the guide outlines the most important legislative and case law developments and considers their practical impact. Articles also address some of some tricky and related areas that private client solicitors should know about, such as investment strategies, farming law, and litigation.

How can knowledge management (KM) help your firm exceed your clients' expectations and differentiate you from your closest competitors? This guide written by senior figures in legal KM in the US and UK will show how you can achieve this and more, drawing upon case studies from some of the most innovative firms using KM to their advantage. KM is helping law firms adapt to an evolving legal landscape. Increasingly, firms like yours are seeing knowledge management and its potential as an "e;organisational capability"e; for leveraging the firm's experience, data and intellectual capital as a strategic resource. Many firms have a KM function in place. But has this function evolved to become a key business unit recognised by the rest of the firm, focused on achieving business outcomes measurable goals important to a firm's overall success? Perhaps you're finding it challenging persuading your fee earners to spare billable time to embed knowledge into your firm's systems, to the overall benefit of your firm. Or perhaps you're having trouble proving ROI on certain initiatives. Whatever the KM challenge you're facing, Law Firm KM: Driving Practice Innovation and Redefining Service Delivery will help you solve key challenges and ensure you can take advantage of opportunities that arise after using KM as a strategic tool. Written by some of the best minds in legal and business consulting, this guide is split into two sections: *Part One examines how KM professionals can support law firm and in-house needs, while considering some of the challenges they face. *Part Two is made up of practical guidance in the form of case studies from UK and US law firms who are trailblazing in legal KM and who have integrated vital KM principles into their overall firm strategy. In today's evolving competitive market, firms must be looking to not only please their clients, but to find ways that go beyond the level of service they expect. More and more firms are turning to KM to help them do this. Are you? Why buy this guide? *Read case studies from firms who are actively integrating KM principles into their firm strategy with success, so you can understand how this is done in practice *Gain insight on how to use KM to inform new service models and pricing structure, innovation and efficiency to please your clients and exceed their expectations of your firm *Discover how to measure the success of KM strategy to prove ROI and make it easy for your firm to invest in future KM initiatives *Learn how to embed KM within your firm's culture to ensure stress-free adoption and adaptation. Hear from firms trailblazing in the KM space including: *Littler Mendelson *BLM *Donelson, Bearman, Caldwell & Berkowitz *Samuel Phillips Law Firm You'll love this guide if you're a... *Knowledge management officer *Information officer *Professional Support Lawyer (PSL) *Managing partner *C-suite professional, looking for new strategic inspiration *Head of Department/Practice Group *Partner

Are you making the most of your firm's cross-selling opportunities? On average, in a typical firm, 20% of the lawyers are high-performing rainmakers. They know the secrets to capitalising on business development opportunities and they often manage to secure big clients. A further 20% are doing little in the way of business development. The rest (around 60%) are sitting somewhere in the middle. They're bringing in business, but more needs to be done to find that extra revenue. How can this 60% really capitalise on making more money? More and more law firm leaders are turning to cross-selling. Develop a cross-serving culture to cross-sell In many cases, cross-selling in the legal sphere is a lot easier said than done. It should be easy to get more work in different practice areas from your existing clients, but organisational challenges and working cultures can often stand in the way of cross-selling success. How can your firm overcome these challenges and make the most of this traditionally untapped revenue stream? Creating a Cross-Serving CultureShift: Mastering Cross-Selling for Lawyers and Leaders is a practical guide dedicated to helping you achieve exactly this. Packed with clear, actionable guidance on how to attract, retain and grow a client base, it provides scores of practical tips to help you and your firm become a true master of cross-selling. To address the crux of the challenge at most firms - adjusting mindsets and cultural attitudes of lawyers to encourage cross-practice collaboration - the book outlines a proven strategy to address the cultural change that is necessary to a successful cross-selling initiative. The guide will also show you how to: Initiate excellent communication between practice groups Educate your teams to ensure they have a deep understanding of the services offered by other lawyers at your firm Instill a culture of trust and empathy between lawyers so a cross-serving culture can develop more easily Implement an active client feedback programme Achieve higher levels of client service, so you become the firm your clients turn to for important work Implement a compensation system that rewards team-based behaviours Encourage personal accountability Employ proactive leaders who are committed to driving key cross-serving behaviours Why this guide is a real-game changer Learn from David Freeman, one of the world's leading authorities on maximising cross-selling in law firms. He has over 30 years' experience and was recognised as the top "e;Law Firm Business Development Consultant and Coach"e; in National Law Journal surveys in the US. Actively increase the amount of lawyer time and energy that is devoted to cross-selling at your firm. Uncover 13 key 'Accelerators' that will help your future business development success. Drive greater cross-selling success with the Appendix designed for firm leaders, offering a practical, high-level checklist of major activities. In addition to the author's perceptions, this book includes insights from law firm leaders who have provided input based on a survey conducted specifically for this project. What your peers are saying "e;In my opinion, David is the world's leading authority on practical aspects of maximizing cross-selling in law firms."e; Elizabeth Anne "e;Betiayn"e; Tursi, Global Chair and Co-Founder, Women in Law Empowerment Forum "e;David Freeman has a keen understanding of the art of cross-selling and the benefits it brings. His professional background and experience allows him to articulate the case for team centered business development in a way that motivates and inspires even the most reluctant professional.."e; Peter Kellett, Chairman and CEO, Dykema "e;David Freeman has literally written the book on cross-selling. This is NOT a 30,000 foot view but rather he gives us boots on the ground, practical guidance from years of overcoming obstacles in every type of law firm culture."e; Doug Hoover, CMO/Director of Marketing & Business Development, Schiff Hardin LLP

In these highly competitive times, there is little room for firms that are content to remain as they've always been. Global competition, commoditisation, legal outsourcing and pressure from clients to cut costs have created a sense of urgency within law firms to better understand their own businesses. This has implications for the way law firms view and use their resources, expertise and human capital. A commitment to innovation opens doors for law firms to better align themselves with client needs and encourages the development of new tools and service offerings to assist with on-going business needs. But what does innovation really mean in a law firm context? In what ways can an undeniably traditional industry demonstrate innovation? How do individual law firms show what innovation means to them? Law Firm Innovation: Insights and Practice not only answers these questions, but provides an overview of innovation options and practices in a changing legal marketplace. This guide offers practical advice for firms that are looking to become more innovative in the way they work, and it provides first-hand examples of innovation in practice within the legal industry. This guide will enable you to: Gain insight into innovation in the legal market from experts and practitioners from around the world. Review several practical frameworks, designed to help law firms introduce innovation as a core business activity. Learn from case studies on some of the most innovative legal service providers and the ground-breaking approaches already being taken. You can use these to benchmark your innovative approaches. Hear from these authors: Richard Hinwood, Strategy and Governance Director Executive (Withers LLP) John Knox, Managing Director, Asia (AdventBalance) Mark Gould, Founder (Mark Gould Consulting) Adam Billing, Partner (Moller PSF Group Cambridge), Founder (Treehouse) Abigail Hunt, Associate (Moller PSF Group Cambridge), Senior Associate (Treehouse) Markus Hartung, Director (Bucerius Center on the Legal Profession, Hamburg) Arne Ga rtner, Research Assistant (Bucerius Center on the Legal Profession, Hamburg) Michael Bradley, Managing Partner (Marque Lawyers) Darryl Cooke, Founder (gunnercooke) Karl Chapman, Chief Executive (Riverview Law)

Key report features In-depth advice on the need, impact, and profitability of hiring a pricing director Detailed insight into the function and skills of a pricing director Clear definition of the strategic position of pricing within a firm How to evaluate the benefit of a pricing director for your firm and its clients Real-world scenarios. The new path to profitability is paved with pricing directors. That's the trend we're seeing, with more than 50 pricing positions created for Am Law 200 firms in 2012. Put the 'ah!' in RFP The push is on for law firms and clients to focus on their pricing and matter management strategies. By hiring a pricing director with skills in analytics, technology, commerce, and communications, you're set to create effective pricing strategies and support your firm's competitive advantage. Who's in the hot seat? Your pricing director is the budget builder, the profit modeller, the counsellor, the monitor, and the approver: you want to make sure that those already in this role are comfortable with its evolution, or that a new hire can confidently take on the challenge. Brown and Cordo's Law Firm Pricing: Strategies, Roles, and Responsibilities clearly defines the skills and remit of the person required to fill this demanding and responsive role. It provides practical guidance into hiring and developing a strategic pricing role within your law firm that drives successful relationships and profitability.

So you AZre in A C or striving to be in A C The Lawyer AZs top 200. But are you being measured on what your clients actually find attractive? With increased demand for efficiency, value added services and effective governance, a ranking based simply on revenue is not sufficiently compelling. Having an effective governance model and the right measures of success in place are now vital to secure sustainable profitability for your firm. AZs report on Law Firm Governance and Measurements of Success provides a vital examination of: New governance models for law firms of different sizes and complexities; Law firm growth stages and the structural changes necessary to succeed; Overcoming the cultural barriers/issues involved with changing your governance and/or measurement systems; Current measurements of success A C internal and external; New medium and long-term success metrics to better support long-term thinking, and payment and reward structures; Attracting clients and external investors through effective reporting of your firm AZs success; and more Peter Blair, former first chief operating officer of Field Fisher Waterhouse provides cutting-edge analysis on The Lawyer AZs top 200 firms by examining what creates their success. Peter evaluates whether the measures used are effective and demonstrates how by using alternative metrics you can boost your rankings. Featuring real-life case studies this invaluable report provides a vital insight into current law firm governance models, examines where they are going wrong and how they can be improved to secure sustainable growth.

The success or failure of your firm is determined by how your clients and employees view your brand - simple. An effective brand strategy that is clearly understood and supported throughout your firm is crucial if you want to attract and retain profitable clients and sustain a talented workforce. Brand Strategy and Management for Law Firms report provides a comprehensive framework and guidelines for developing a brand strategy tailored to your firm. Packed with key concepts, practical tools, tips and advice this report will give you an understanding of brand and how it can be developed and strengthened as your firm's most invaluable asset. Specifically, this report will help you to: * Understand the key elements of personal brands, firm brand, and the employment brand - and how they relate to each other; * Align your brand strategy with your overall firm strategy, vision and values; * Realise the importance of brand names, icons or logos, design and aesthetics; * Understand the key brand considerations when using online channels - websites, blogs, LinkedIn, Twitter and Facebook; * Create a customised brand stress-test and make improvements to strengthen your firm's brand accordingly and ensure its success; * Get partners and staff on board to support and grow your brand; and * Avoid brand mistakes and overcome the common challenges - including recommended steps for managing your brand before, during and following a merger. Brand Strategy and Management for Law Firms features insightful case studies, examples and expert contributions from the likes of Norton Rose South Africa, DLA Phillips Fox, Lex Mundi, Lex Africa and more - They reveal practical tips, lessons learned and mistakes made that will prove invaluable in the development and management of your own brand strategy.

As law firms have grown larger and client problems have become increasingly complex, effective practice management has become the primary vehicle through which firms seek to deliver value to clients and differentiate themselves in a competitive market. Optimizing Practice Management: Driving Profitability and Market Position is intended to help firm leadership work through all the critical aspects of structuring and implementing an effective and optimized practice management system. The book is divided into five main sections, covering:The business case for practice management;Building the essential foundation;Developing the structure;Keys to successful implementation; andThe role of the practice leader. This book will help law firm leaders to:Gain clarity on how to improve their market position and enhance the value perception of their services;Establish the optimal practice management structure to facilitate achievement of the firm's strategy and market position;Focus on particular practice specialties and subspecialties, and on clients or industries, where the firm can establish a sustainable competitive advantage;Define clearly the role of business unit leaders and members; andAlign incentives to encourage the level of collaboration that clients are demanding. Detailed appendices contain the results of original research on practice management in the largest US law firms, and sample job descriptions for practice group leaders/members, based on the authors' experiences working with over half of the Am Law 200 law firms.

For organisations looking at Knowledge Management, it is no longer a question of `should we?' It is now, a question of `how should we?' As the global market becomes increasingly more competitive, and budgets get tighter, many organisations are treading very carefully with their investments.

This uniquely practical report will help you devise an effective strategic vision for your firm, and provides the tools to ensure that vision is achieved.

With the introduction of Alternative Business Structures fast approaching and more and more partnerships converting to LLP status to meet the new requirements and remain competitive - now may be the time to start considering the benefits of conversion for your own firm. The conversion process can be a challenging one with wide-reaching implications. But a successful LLP conversion can provide the ideal opportunity to review your core business operations, allowing you to plan positive change and growth in an increasingly competitive and changing market. Managing Partner's new report on LLP Conversion for Law Firms provides a highly practical, step-by-step guide specifically taking into account the unique considerations that are raised by today's economy and evolving legal marketplace. It highlights the key questions that need to be asked during the preparation and transition stages, as well as how to deal with the complications that may arise after conversion has taken place. Key topics covered include: + Converting from a partnership to an LLP - key considerations and trends; + Advantages and disadvantages of converting from a partnership to an LLP; + Preparatory work and practical issues involved; + The default provisions and their drawbacks; + Tailoring the LLP agreement to reflect the needs of your firm; + Transferring the existing partnership business into the LLP - key issues and contractual obligations; + The general tax treatment of limited liability partnerships - possible complications that may arise after the conversion and how they might be handled; + Management and technical resources involved in the conversion - Is outsourcing an option? + The implications of the Legal Services Act 2007 and the introduction of Alternative Business Structures. LLP Conversion for Law Firms includes valuable behind-the-scenes access to existing LLPs and the common pitfalls and successes they encountered through the conversion process. In addition, you will also find a precedent for an LLP agreement within the Appendix. Whats more ...this publication comes complete with a complimentary CDRom containing all the required forms for an LLP agreement in an easy to access format. About the author Nicholas Wright is chief executive of Wright Son & Pepper. He has specialised in LLPs and professional regulation for over 15 years and has been a member of the Solicitors' Assistance Scheme for most of that time. He has acted for a number of substantial firms in dealing with regulatory issues, as well as dealing with drafting, restructuring issues and disputes.

Next Generation Corporate Libraries and Information Services recognises the increasing challenges facing the library function in organizations of all sizes and industry sectors. In light of the changing business environment, growing demands on the information services function and, for many, massively reduced budgets, this critical new report will provide you with real-world practical advice that will enable you to overcome these challenges and improve service delivery. Next Generation Corporate Libraries and Information Services will provide you with the information you require to benchmark your strategies, ensure you continue to deliver the services that are required, and demonstrate your vital and integral role in how your organisation operates. Featuring case studies, insight and contributions from information resources and library professionals across a number of business sectors, this new report will cover topics including: Emerging roles: how the librarian's role is evolving in response to the changing business environment; Co-ordinating with other support functions throughout your organisation; Supporting, contributing to and optimising knowledge-management practices to enhance service delivery; How can librarians play a key role in competitive intelligence initiatives? Managing budgets in the current climate, and effectively emonstrating ROI to senior management; Developing a strategic business plan - building the business case for increased resources, staff and additional technology; and Taking advantage of the latest technological advances and trends - including social networking, blogging, RSS and corporate wikis. The report is written by Constance Ard, whose extensive 13 years of experience in working in corporate libraries and information services, coupled with expert opinion and key case studies from leading firms including Beachcroft, Merrill Lynch, YMCA and more provides a truly comprehensive look into the future of library and information services and allows you to learn from your peers who are tackling and overcoming the same challenges you face on a day-to-day basis.

Time is a lawyer's commodity. Or rather, it is how most lawyers quantify their expertise. How successful you are as a lawyer depends fundamentally on how you use your time and there is a direct correlation between how much value you can extract from your time and your profitability. Most lawyers must record how they spend their time on a daily basis and regularly have to justify their use of time to clients, the court, or their employers. Managing Partner's new report entitled Making Every Six Minutes Count explains why lawyers should look more objectively at how they spend their time and how principles of time management can make an enormous difference in a profession which is now at its most stressful and intensive. The more efficiently and effectively you use your time, the more successful your practice will be.Topics Covered in this report include: - Defining time management and in turn self-management; - Why time management is a small investment for a big return; - Effective working environments and how they are conducive to better time management; - Streamlining office functions to enable more focus on critical work; - Efficient planning of working hours; - The differences between 'time management' and 'time leadership;' - Prioritizing tasks and dealing with overwhelm; - Delegation as the single most effective way to instantly get more time; - Practical tips on how to recognize and overcome procrastination habits; - The impact of communication and managing interruptions; - Work life balance and why it is so elusive for lawyers; - Managing clients more proactively to provide a more efficient and effective service; - Finding time for business development and networking; - Stress Management for Lawyers; and - The impact of time management on personal development and career planning. The report also features real- life accounts of the key challenges faced by a range of lawyers - from trainees to managing partners, and from sole practitioners to in-house legal advisors - providing you with insight into the common pitfalls and successes of those who have mastered time management and are currently using it to their advantage.

The Art of the Law Firm Merger gives you a clear understanding of the merger process from start to finish including how and when to recognise the indicators that the merger is not in the best interests of your firm. It provides templates and methodologies that ensure the success of your chosen merger and that your primary goals are achieved.

Balanced Scorecards for Law Firms report provides a vital introduction for firms wanting to know more about how the balanced scorecard can improve their own firm's performance.

A Guide to Global Best Practice and Standards in KM

A deep dive into the Evolving Role of the PSL: featuring contributions from current PSLs, it provides up-to-the-minute intelligence from an insider's perspective on common issues and the solutions to tackle them. Advice from experts and compelling case studies that provide a crucial insight into real-world industry and career experience.

This new and updated edition of The Lawyer's Guide to Strategic Practice Management provides law firm leaders with the very latest guidance and market knowledge on how to improve and refine current management strategies in order to thrive and compete in today's legal marketplace.

This report is designed as a practical guide to helping law firms and individual lawyers to get to grips with process improvement and understand its core benefits and practical implications in a legal business environment.

This title is the first comparative treatment of Production Sharing Agreements and provides a comprehensive, in-depth overview of PSAs in key oil and gas jurisdictions around the world.

If we could know in 2020 what we will know in 2025 (only five foreseeable years into the future), how would we change our attitudes, actions, and the way in which we practice law, the services we offer, the clients we target, and the ways in which we choose to deliver our services? Indeed - if we could have known a year ago the events of the first three months in 2020, what might we have done to prepare? The American writer and humorist, Mark Twain, advised: "e;When everybody is out digging for gold, the business to be in is selling shovels!"e; So, what foreseeable trend may represent the figurative "e;shovel"e; that every client will need tomorrow?

A one-of-a-kind prescriptive look at the benefits, importance, and the value that cost estimate strategies bring to individual matters, the overall client law firm relationship, and the legal service delivery model.

The solution for writing - and winning - Request for Proposals is finally here.

We will begin this inquiry into innovating to "e;future-proof"e; our practices, not with the question of how to innovate, but rather with why we should concern ourselves with innovation. Because if we don't get the why right, none of the rest of our work on innovation will matter. We will move on from the question of why innovate to the business context in which all innovation occurs in this age. We won't dwell on the changes in the legal market already amply covered in the legal press-flat demand, plummeting realization, pressure to price differently, etc. Instead, we'll explore the broader business climate and technological context in which all practice will operate in the future. Our starting point will be to explore how profoundly dissatisfied our clients have become with traditional law firm service levels. As cordial as those clients may be over lunch or a round of golf, when truly pressed, most will admit to real frustration with how glacial the pace of change is inside law firms. Next, we'll move to a technology focus. This concerns radical shifts in our society that will reshape how we do everything...including law. Technology already in the pipeline will cause breathtaking transformations in our business and personal lives, whether we innovate or not. Changes wrought by this technology will exceed our imagination's ability to foresee them, will exceed even the ability of our best futurists to predict what will happen. We will then explore the competitive environment in which Midsize firms will be operating over the near and medium terms. Already, huge shifts in the economics of practice have taken place-largely driven by competitors from outside the traditional legal sector. In order to prepare to meet such emerging competition, you need to understand it. Next, we will talk about the skill deficits you have to remedy to compete in an age that expects Amazons and Ubers. We can argue about whether law school training properly equips young lawyers for substantive law practice. But there can be no argument about whether young lawyers emerge into practice equipped to manage the business of law-even the basics of it. They clearly do not. And most lawyers leave themselves in that state throughout their careers. From there, we will explore particular skills in more depth. In separate chapters, we will talk about: - Developing a baseline of service design skills using Design Thinking resources that are now available to lawyers, - Building a profit model and other business metrics capabilities that are essential as a means of measuring the efficacy of our innovation efforts, - Adding project management skills to firms to enhance our ability to manage both the everyday complexities of practice, as well as to carry off ambitious innovation initiatives, - Learning how to deconstruct and rebuild business processes so as to remove cost and add efficiency. This is the area in which our clients are most interested in seeing us innovate. Maybe we should cultivate those skills. For all the gloomy predictions about rising competition and increasing price pressure that you'll find in the pages that follow, I hope you emerge from this study with a sense of optimism. I'm not the only student of this portion of the legal sector to see the opportunities in store for firms that seek to become change leaders.

As law firms continually push to stay relevant in the information age, certain functions and roles will change drastically - possibly none more so than a firm's information functions and librarians. Information services are now more important than ever, and are more closely linked and integrated with all other functions of the firm. This means, however, that many information departments and roles will need to undergo a considerable metamorphosis in order to realise their full potential. From integration with other functions of the firm (such as Business Development and Knowledge Management), to gathering intelligence to leverage a competitive advantage - library teams, with the correct application, are set to become critical in forging a firm's digital pathway to increased success.

Much has been written about the pace of change facing the legal industry - how certain law firm functions are being replaced by artificial intelligence and new types of service providers, how accounting firms are looking to absorb and replace law firms, and how merging into worldwide mega firms of 3,000 to 10,000 lawyers is the only way to survive. Steve Jobs and others have called this evolution "e;creative destruction"e;. Richard Susskind referred to it years ago as "e;the end of lawyers"e;. It is true that the legal market is facing massive change. Technology, new ways of working, alternative methods of billing, and highly disruptive new entrants have all made their mark on the traditional legal business model. The Future of Law Firm Business Models takes a look at all these trends and more, horizon-scanning for future developments, and the ways in which these issues will fundamentally change the market.

There has never been a more exciting time to practice law. While artificial intelligence promises to minimize mundane tasks, clients' legal issues are becoming more complex. But, to successfully navigate these changes, legal professionals must better develop and exercise their creative problem- solving skills.

Recent years have witnessed growing concern internationally in wellbeing and mental health across the legal community, a shift reflected in a host of initiatives, networks, reports and research studies. Changes to working patterns, generational shifts, and an increased interest in overall wellbeing have contributed to a growing movement towards better working practices - across all industries but particularly in high pressure professions such as law. The genesis of the lawyer wellbeing movement in the United States has spread to the UK, EU, Canada and Australia. In this opening chapter, Bree Buchanan, chair of the ABA Commission, covers the 2016 research regarding lawyer and law student impairment that served as the catalyst for creating the National Task Force on Lawyer Wellbeing. From this coalition of national organizations came the 2017 Report, which in turn launched a wide variety of national and state policy and practice innovations. Bree summarizes a snapshot of those developments.

Mid-sized law firms in today's legal marketplace are often given three choices: merge, grow, or die. That's accepted wisdom. Mid-sized firms may try to compete for profitable corporate litigation, deals and other bread-and-butter work, but everyone knows they (1) don't have the IT and other systems heft to innovate with the big players (2) don't have the scale to market and compete for global business and (3) can't attract the talent they need to go head-to-head with Big Law on major work. But what if that's wrong? What if mid-sized firms are in an ideal position to fix what's wrong with law practice today? Competitive Strategies for Mid-Sized Law Firms - a collection of essays by and about mid-sized firms - offers a new perspective.

From start to finish the naked lawyer will provide you with a complete strategy and skills toolkit for brand, career and business development.