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Global Legal Remote Working Survey

By Jonathan Middleburgh

COVID-19 forced law firms almost overnight to adjust to their personnel working from home, regardless of how senior management felt about flexible working pre-pandemic. This survey explores a range of psychosocial and other factors relevant to prolonged working from home.

Talent Development:  Beyond the Assignment

By David Cruickshank

In BigLaw firms, or in any firm with multiple associates, an assignment of work by a partner or senior associate, is a signifier of many things.  To the management committee, it signifies leverage.

INTEGRATION OR DISINTEGRATION, THAT IS THE QUESTION

By Leon Sacks

Firms can easily lose the focus on integration, an intangible asset, while they are busy dealing with the tangible issues of day to day operations, developing business, serving clients and controlling finances. It is better to manage integration than recover from disintegration.

Partner Teams – the benefits, the challenges and why some partners don’t like them! (PART TWO)

By Sean Larkan

Too often, partners with specialties do not train successors in that area of work, do not introduce their clients to team lawyers in an organised, structured way and when they retire the ‘cupboard is often bare’ i.e. no real succession has been provided for in regard to skills transfer, personnel or key clients. Legal staff are left in a melting pot of uncertainty as to workflow, quality of work, coaching, feedback and whether an interest will be taken in them or their work and progression in the firm. This results in lowered self-esteem, potential is not realised and lower productivity and sometimes departure results.

Navigating the Compensation Maze

By Nick Jarrett-Kerr

The last twenty years or so have seen considerable debate about the most suitable method of compensating and rewarding professional service firm partners and members.

THE LAW FIRM TECHNOLOGY LANDSCAPE POST-COVID: PART THREE

By Chris Bull

The third and final part in our series on the permanently changed priorities and potential of law firm technology post-COVID takes a look at how the crisis has accelerated the impact of tech on how we work in almost every area of law firm operations, starting with how we collaborate and communicate.

THE LAW FIRM TECHNOLOGY LANDSCAPE POST-COVID: PART TWO

By Edge International

The COVID-19 crisis and lockdown has impacted almost every aspect of life in law firms, but the central importance of technology in firm strategies and performance has accelerated more suddenly and more permanently than any other.  Edge International’s latest article takes a look at the post-COVID law firm agile model that is already emerging as a result of the events of 2020.

Integrating Merged Law Firms: How to Create Truly Disruptive Value

By Mike White

The legal industry enjoys a long history of bolting together two newly combined law firms, or practice groups from two newly merged firms; best practices here are well established at least as it relates to the basics….

Virtual Coffee Breaks

By Gerry Riskin

Reaching out to clients and colleagues while working remotely can seem awkward, especially if there is no apparent reason for doing so.  The value of connecting during this time is in preserving and enhancing relationships by showing genuine care.

A FRESH LOOK AT LAW FIRM VALUATION

By Edge International

Changes will involve valuation issues, be it the valuation of firms or shares in them. While traditional methodologies of valuation may be used as comparative benchmarks, they do not necessarily focus on the real value involved in any transaction.