Delivering Legal Services
Value Chain
While law departments* and law firms* remain the primary players in the legal market, they are neither independent nor alone. Understanding the interdependencies within the legal value chain, including managed services providers and legaltech, are critical for crafting a future that serves clients’ strategic objectives* and achieves scale in a complex world*.
Our series on the shortcomings of discounts, AFAs, RFPs, and outside counsel billing guidelines (see here, here, and here) is very much premised on the idea there is too much short-term solutioning, as opposed to long-term system engineering. Much of this stems from a lack of trust and communication within our ecosystem, an issue LexFusion was purpose-built to address.*
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The American Lawyer's 2023 midlevel survey reveals that associates are frustrated with their firms' technology capabilities. Many associates find it challenging to reconcile their firms' record profits with slow computers, outdated software, and cumbersome document management systems. The survey indicates that only 62% of associates said their firms offered technology training, down from 67% in 2022. Associates also reported a deteriorating perception of their firms' technology and training offerings. Some firms that received criticism from midlevels about their tech setups include Skadden, WilmerHale, Alston & Bird, Dechert, and Morrison & Foerster. In contrast, the top 10 firms with the highest technology rankings, according to the survey, include O'Melveny & Myers, McDermott Will & Emery, Morgan Lewis, Orrick, Blank Rome, Baker & Hostetler, Manatt Phelps & Phillips, Snell & Wilmer, Ropes & Gray, and Kirkland & Ellis.
Lawyers at all levels ranked unreasonable client demands among their top sources of stress and anxiety in a recent survey, but clients say high fees and a lack of pushback further the unhealthy dynamic.
Demand fell last year for the Am Law 100, was flat for the Am Law second hundred, and grew for midsize firms. But data and history suggest this isn't the Second Hundred eating the 100's lunch.
I should be taking a victory lap. Instead, I am on an apology tour urging in-house departments not to listen to me—i.e., ignore my long-standing advice re
My friend John Grant made a mistake. Many moons ago he was consulting on process improvement for a large law department. He surveyed in-house counsel on
Why law departments solve for the local optimum at the expense of the global optimum. Why pursue the path of least resistance.
A Watched Pot I invented a new tech product for the corporate legal market. I have no qualms labeling it "the ultimate disruptive game changer." I hope
"Nine women can't make a baby in one month." That's good because adding headcount is not nearly as productive as it appears at first glance. Last post, I
January was a busy month on my LinkedIn. Birthday and a work anniversary. The automatic notifications prompted some splendid exchanges with old friends.
A comprehensive overview of Integrated Law: the newest category in legal services which aims to solve for complex legal work at scale.
The author discusses embracing industrialization in the legal profession's transformation, driven by the fourth industrial revolution. Increasing work volume, complexity, and velocity, and the need for industrial-scale solutions are highlighted. The evolution towards scalability and value creation through products and operations is proposed.