BigLaw is adopting elements of NewLaw to stay competitive

The latest edition of the CommBank Legal Market Pulse report in Australia reveals BigLaw is adopting elements of NewLaw to stay competitive. The report is based on a quantitative survey by Beaton Research + Consulting of CEOs, managing partners and other senior leaders in Australia. Forty law firms participated in the survey for during May 2017.

Breakthrough at Linklaters: A Major Strategic Pivot Point

From collegiate to collaborative

Joel returns to Dialogue with From collegiate to collaborative, an outstanding post adding to the growing understanding of how better collaboration creates competitive advantage.

With increasing competition from freelancers, boutiques and solo specialists, most professional service firms are realising that their primary source of competitive advantage is the ‘collective’. By winning and delivering together, they can offer things the one-person bands can’t. The edge is not from economies of scale, but rather in more holistic advice and lower client transactions cost. The value proposition is not cross-selling but integrated cross-practice problem-solving.

Shift thinking and BigLaw firms

My post on Shift thinking and BigLaw firms is written for those readers who are not familiar with Mark Bonchek’s writing – and also for those who relish another dose of Mark’s brilliant expositions on shift thinking.

Why your law firm can’t innovate

Hourly billing is accurate, transparent and ethical. Really?

With “Hourly billing is accurate, transparent and ethical” John Chisholm demonstrates why he is regarded by many of his colleagues as an important iconoclast.

John writes: Recently an Oldlaw* partner told me that while a small minority of lawyers may have abused time-based billing, overall hourly billing is “good” because it is “…accurate, transparent and ethical“.