First steps in remaking a BigLaw firm

In his Foreword to Remaking Law Firms: Why & How Eduardo Leite, Chairman of the Executive Committee of Baker & McKenzie writes “There was a time when we mostly worried about advising clients and billing time. Today, we deal with disruptive technologies, commoditization, unbundling of legal services, globalization of firms, BigLaw and NewLaw, and co-opetition…

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Remaking Law Firms: 10 reasons BigLaw managing partners are not sleeping very well

We have heard at least 10 reasons why BigLaw managing partners are not sleeping very well in recent one-on-one conversations and our beatonlive conferences. Some are deeply worried. Others are truly excited. This post is  a summary of why this dichotomy exists. In no particular order these are 10 reasons BigLaw managing partners are not sleeping very well [1].

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Remaking Law Firms: Will we ever see a $10 billion BigLaw firm?

Will we ever see a $10 billion BigLaw firm? Is a $10 billion BigLaw firm unthinkable? Is the very thought of a firm four times the size of today’s largest far-fetched? Perhaps not, as the following analysis suggests.

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Remaking Law Firms: Shared lessons for BigLaw firms and taxis

What shared lessons are BigLaw firms and taxis learning? sets the scene for Remaking Law Firms, to be published by the American Bar Association in March 2016.

It is a rhetorical question, intended to draw the attention of BigLaw firms to a truly insightful article titled What is Disruptive Innovation? by Clayton Christensen and colleagues in Harvard Business Review, December 2015.

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Remaking Law Firms: Resolving the prioritisation crisis in BigLaw firms

Resolving the prioritisation crisis in BigLaw firms sets the scene for Remaking Law Firms, to be published by the American Bar Association in March 2016.

In some ways I wish I had read Zone to Win: Organizing to Compete in an Age of Disruption, Geoffrey Moore’s most recent book (2015) while researching the content for Remaking Law Firms.  

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