The COVID-19 pandemic has changed working practices across the globe. It has been predicted that as much as 80 percent of the legal workforce will remain transient or permanently working from home after the COVID-19 crisis ends, with only around a fifth as full-time office workers. Although law firms typically weather downturns better than the overall economy, revenues, working practices, and working culture will all change. The expected economic downturn may not directly translate into a ...

Much has been written about the pace of change facing the legal industry - how certain law firm functions are being replaced by artificial intelligence and new types of service providers, how accounting firms are looking to absorb and replace law firms, and how merging into worldwide mega firms of 3,000 to 10,000 lawyers is the only way to survive. Steve Jobs and others have called this evolution "creative destruction". Richard Susskind referred to it years ago as "the end of lawyers". It ...

Law firm practice group leadership is not for the faint hearted. As firms compete increasingly at practice group level, leaders are being asked to run their groups like business units; to develop and implement a strategic plan that supports the goals and competitiveness of the firm; and to coordinate and lead their partners to enhance the efficiency, performance, and profitability of their groups. Many firm leaders complain that some of their group heads are not producing the results they ...

Many law firms today are far too focused on increasing market share; they should be paying attention to what makes them a more profitable business. Market share doesn't matter much if you're not profitable, and firms cannot simply grow their way to prosperity by undercutting the competition. Instead, firms must focus on value creation and increasing clients' willingness to pay for their services. The question should be: "What can your firm do better, or more efficiently, and more profitabl...

The pricing of legal services is no longer simply about setting rates. Properly optimizing a firm's pricing strategy is a critical source of competitive advantage and increased profitability, which now more than ever is crucial to staying relevant in the legal sector. Firms must start looking to demonstrate their ability to provide clients with greater value through alternative fee arrangements, effectively controlled budgeting methods, and the integration of innovative firm management pra...

Legal services providers today need to innovate in their business models, delivery methods, and moreover in their value propositions in order to compete against competition coming in all shapes and sizes (and from unexpected quarters). New Directions in Legal Services examines the fast pace of change in the legal services sector, driven in part by new technologies, and considers what the future holds. We also look at some examples of new business models and service delivery methods that ar...

The Lawyer's Guide to the Future of Practice Management provides law firm leaders with expert opinion on the very latest guidance and market knowledge on what today's legal marketplace might look like tomorrow, organized into four crucial areas of practice management - technology, people and culture, finance and strategy - before taking a horizon-scan of the future, and what law firms need to be aware of in the coming months and years.

The legal profession is undergoing a significant transformation in how legal services are priced. The traditional billable hour model, which has dominated for decades, is increasingly being questioned by clients, firms, and legal professionals alike. The world of legal pricing is evolving rapidly, driven by shifts in client expectations, technological advancements, and new market dynamics. Law firms and legal professionals must adapt to these changes to stay competitive, ensure profitabili...

In 1861 Captain James J. Morrison resigned his commission in the United States Cavalry, returned to his home in Cedartown, Georgia, and was soon authorized by the Confederate War Department to raise a regiment of cavalry.This book is the first complete history of the First Georgia Cavalry, who saw action in Tennessee, Kentucky, Virginia, Georgia, Alabama, Mississippi, South Carolina and North Carolina. A regimental roster includes more than 1,600 names with details of service provi...

More than 8,000 men served in the Fifth Marine Regiment during World War I and the occupation of Germany. Marine units were among the first to arrive in war-torn Europe in 1917, and they sustained greater casualties than other American units. This book tells the story of the "Devil Dogs" in World War I and the years after through the recollections of veterans recorded over the past century. The influenza epidemic that raged during the war is discussed.An annotated roster of the reg...

The 7th, 8th, 9th, and 11th Georgia volunteer infantry regiments spent most of the Civil War fighting under Brig. Gen. George Thomas "Tige" Anderson in Gen. Robert E. Lee's Army of Northern Virginia. Until now, no biographical roster of their members has ever been published. These Georgians saw it all, from the bloody battle of First Manassas through the ferocious combat of Second Manassas, Sharpsburg, Gettysburg, the Wilderness, Spotsylvania, and the long siege of Petersburg. They finally...

The 7th, 8th, 9th, and 11th Georgia volunteer infantry regiments spent most of the Civil War fighting under Brig. Gen. George Thomas "Tige" Anderson in Gen. Robert E. Lee's Army of Northern Virginia. Until now, no biographical roster of their members has ever been published. These Georgians saw it all, from the bloody battle of First Manassas through the ferocious combat of Second Manassas, Sharpsburg, Gettysburg, the Wilderness, Spotsylvania, and the long siege of Petersburg. They finally...