Today’s fast-changing client expectations and legal practice demands are forcing law firms to adapt their internal operations for how they will conduct business in the future. These operational changes require agile transformation across the three areas of people, processes and technology. In short, there are now more specialized skills needed to support and operate the newly defined roles, more interconnections between various law firm capabilities, and more technology needed to support user activity across the organization. This evolution in law firm operations calls for a common reference point that can serve as a quick-look guide for the firm’s professionals and leaders. This sort of reference framework can help provide a clear understanding of the firm’s internal operations and processes, including key client touch points.
The summer is beginning to wind down and our Law Firm Librarian Summer Camp series is coming to a close. What better way to end the summer than with one of camp's great traditions? Grab your snacks and your sweater, because it’s time to gather around the virtual campfire for a ghost story. This one is called “The Ghost of Print.”
During these unprecedent times, in-house legal teams are facing increasing pressure to be agile, nimble and responsive to the changing market dynamics. Whether the company is experiencing a hard hit to the bottom line or a sudden boom in demand, it is inevitable that nearly all law departments will be challenged to defend budget and staffing plans or do more with less to keep up with the evolving new normal.
The centralization of the procurement function within an organization, in which the purchase of goods and services is managed by a single department for all branches of the business, emerged in recent decades as a key operational strategy for increasing efficiency and reducing costs. This model makes it much easier for an organization to maintain policies and procedures that enable smarter buying across the company.
One of my favorite summer camp activities used to be making a lanyard – weaving together colored cording to create an accessory I could proudly display. Here, I attempt to weave together some of the cords from PLLIP’s recent Virtual Summit – Transformation 2020 and AALL’s 2020 Virtual Annual Meeting.
It has only been a few months since the thought of working anywhere was a fantasy reserved mostly for freelancers. We have all seen those ads showing lucky people working on the beach with their laptop, no stress, and a perfect work/life balance. No one could have imagined we would be faced with a global pandemic and, ultimately, the necessity to find a way to work remotely or not work at all.
Nearly four months have passed since COVID-19 changed the way we work. Legal organizations that initially focused on operationalizing their remote workforce and managing costs associated with temporary office closures are now facing the reality that, rather than a temporary situation, the pandemic-related changes may be deeper and have longer lasting impacts than initially contemplated. From HBR’s perspective as longstanding advisors to both law firms and law departments, this is a defining moment for the legal industry. To successfully differentiate themselves, organizations must seize and sustain the moment to pull the future forward, unlocking value and accelerating the legal industry’s evolution.