Legal Innovators, a new company in Washington D.C., intends to level the playing field for talented law graduates who have been overlooked by major law firms due to the rising costs of hiring new graduates.
Co-founders Jonathan Greenblatt, long-time arbitration attorney at Shearman, and Bryan
A new article at LawSites n
otes that South Carolina recently became the 38th state to adopt the “duty of technology competence” as a rule of professional conduct among lawyers.
The author of the article, Bob Ambrogi, points out that the move by South Carolina follows, but varies from, the 2012 amendment to the ABA’s
The Artificial Lawyer reports that a significant number of institutes of higher learning around the world have responded to a demand for opportunities to study legal technology by creating relevant undergraduate and graduate-level programs. Among the colleges and universities that are now offering such courses are The University of Law and BPP University Law School
The Artificial Lawyer reports on the completion of the first-ever U.K. residential property deal using blockchain technology rather than traditional property-transfer methods.
The deal was managed by the law firm Mishcon de Reva, which describes its work as “cross-border, multi-jurisdictional and complex,” and this specific
Client Question*
While it seems to be a commonly held assumption that corporate and other transactional groups in firms spin work off to litigation teams (and that this is and should be the primary source of clients for litigators/trial attorneys), we aren’t finding any literature or research that supports this premise. Our numbers indicate the
The Harvard Business Review reports on a study of attributes and behaviours of highly productive individuals from a range of industries that was undertaken in an attempt to understand their much-better-than-average outputs.
Jack Zenger and Joseph Folkman collected data on 7,000 workers, from code-writers to butchers, who had been rated by their managers as “super-productive.”
I was pleased to have been invited recently to contribute my thoughts to an article by Jody Glidden, cofounder and CEO of Introhive. Introhive provides relationship intelligence automation (RIA) support to law firms and other professionals who are using customer relationships management (CRM) platforms.
Jody asked me to talk about “the most critical business-development mistakes
On a panel entitled “Governing Globalization” at the 2017 World Economic Forum in Davos, Switzerland, Microsoft’s Chief Legal Officer Brad Smith reminded his audience that thirty years ago, legal secretaries typically worked for two lawyers; today, each supports the work of about ten. A range
In a recent article in Practice Innovations Newsletter, Jane DiRenzo Pigott, Managing Director of R3 Group LLC in Chicago, highlights a problem faced increasingly by law firms: how to retain associates with promise and potential who are likely to be courted by other firms. She proposes the “coaching circle” as a strategy to help firms
Statistics show that vast majority of managing partners in law firms in America are older (and usually male) members of the baby boomer generation, born between 1946 and 1955. Many lawyers from this demographic are hanging onto their practices well past the traditional age of retirement, and this phenomenon is leading to an age imbalance
