Jordan Furlong on Collaboration (Part 2)

Regular Dialogue contributor, Jordan Furlong, penned two outstanding posts on collaboration in March 2019. I am pleased to give both more airtime given the shibboleths and taboos Jordan is outing. Jordan’s posts are published on Dialogue today as Jordan Furlong on Collaboration (Parts 1 and 2); Part was published on Dialogue on May 23, 2019.

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Posted by on May 29, 2019 in BigLaw firms, Law departments | 0 comments

Jordan Furlong on Collaboration (Part 1)

Regular Dialogue contributor, Jordan Furlong, penned two outstanding posts on collaboration in March 2019. I am pleased to give both more airtime given the shibboleths and taboos Jordan is outing. Jordan’s first is published on Dialogue today as Jordan Furlong on Collaboration (Part 1).

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Posted by on May 23, 2019 in BigLaw firms, Legal services ecosystem | 0 comments

Look at the Whole Board

Look at the Whole Board by Patrick Lamb is a pithy intellectual challenge to all of us. Based on his reflections on the Deloitte-Epstein Becker announcement, Patrick invites us to consider whether the Big Four really are the bogey men for BigLaw firms?  

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Posted by on May 16, 2019 in Big Four, BigLaw firms | 0 comments

Law’s Emerging Elite: Enterprise Legal Service Providers, Part 1

Mark Cohen takes another look at so-called ‘ALSPs’ in his recent Forbes piece, Law’s Emerging Elite: Enterprise Legal Service Providers. I have not-a-little licence in styling the elite law firms of the world as ‘alternative’. But, Mark’s point is just this: A handful of elite firms doing the biggest, most complex, bet-the-farm work are now starting to put daylight between themselves and the rest. In the not too distant future, it’s not unimaginable that the ‘elite’ will be the ‘alternatives’ – just much, more profitable.  This post is Part 1 of 3, with the others to follow on the Dialogue. 

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Posted by on Apr 16, 2019 in BigLaw firms, Legal services ecosystem | 0 comments

Succeeding in BigLaw means business velocity

With a business person’s perspective, contributor Tim Corcoran, is back on Dialogue with Succeeding in BigLaw means business velocity. Tim’s is another compelling view of the gap between what clients need and what law firms, in the main, believe they are delivering. Referenced at the end of Tom’s post, our research on what clients see as and need from innovation makes the same point from another angle. I commend Tim’s piece.
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Posted by on Apr 9, 2019 in BigLaw firms, Strategy | 0 comments

The value of legal market positioning

In The value of legal market positioning our regular contributor Heather Suttie argues that definitive legal market positioning leads to a distinctive, authoritative brand for a law firm. And the corollary is that trying to be everything to everyone means a firm stands for nothing in no one’s mind.

Research (by beaton, my Voice of Clients consultancy) over many years amongst the clients of Australian and New Zealand clients of corporate BigLaw firms shows it is possible to differentiate a law firm and sustain a position in the served market. And, it’s no surprise that having a distinctive position correlates with superior client satisfaction, supporting Heather’s proposition that ‘legal market position is critical to surviving while your brand is key to thriving’.

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Posted by on Mar 21, 2019 in BigLaw firms, Strategy | 0 comments