Law departments and the foundation of law firm marketing bullshit

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 their biggest complaints about outside counsel. The response was that outside counsel:

  • Don’t understand my business
  • Can’t tell me how long anything will take
  • Overwork a problem/introduce complexity
  • Don’t give me output in a format I can use

Familiar enough. And so far so good.

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tl;dr – a Primer on Managing External Legal Providers

In short, I wrote a primer for the Buying Legal Council on making service delivery reviews a core tenant of an external provider program. I think you should read it. It is probably shorter than the post that follows. For those who are not yet Internet speak aficionados, tl;dr stands for ‘too long; don’t read’ (editor). So read on…
For those who are not yet Internet speak aficionados, tl;dr stands for ‘too long; don’t read’ (editor).
Please read on…
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Why Now? The Rise of Alternative Legal Service Providers

Before he wrote ‘The Rise of Alternative Legal Service Providers‘ Casey focused on an issue of genuine moment and merit. He cited a study on the surge in spending on alternative legal service providers (ALSPs) in the context of the stagnation in spend on law firms. In The Rise of Alternative Legal Service Providers, first published on 3 Geeks and a Law Blog, Casey explains why ALSPs seem finally to be at an inflection point, given that their value proposition has been obvious for years (I would add, at least to those able and willing to see).

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Law Firm Partners: If It Ain’t Broke…

Law Firm Partners: If It Ain’t Broke… by D. Casey Flaherty begins “It is rational for someone who has been wildly successful doing something a certain way to keep doing it that way, especially when the odds appear favorable that they will continue to be successful. Most people don’t exit their comfort zone without a compelling reason. This is doubly true of many high-status experts.” These words from D. Casey Flaherty echo those of David Maister, a prescient observer of the legal profession: “How do you tell a room full of people making a million dollars a year that they are wrong?“.  

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Managing Partners on Change: Clients Don’t Ask, Partners Resist

Managing Partners on Change: Clients Don’t Ask, Partners Resist by D. Casey Flaherty is the first of a pair of posts on the challenge of effecting deep change in BigLaw model law firms. In Remaking Law Firms: Why & How we devoted the capstone chapter to this crucial subject. D. Casey Flaherty’s evidence-based insights are highly pertinent.

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