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 ...

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 ...

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...

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 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 ...

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...

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...

Forget “business as usual.”Don’t believe everything you read about “best practices.”There is no “magic bullet.”When your market changes, you have to change your strategy and take control of your own success. You have to renew your business model.In a global market that is constantly evolving, you can’t expect “magic bullets” or “best practices”—or any stand-alone business philosophy that many books and gurus offer—to guide your compan...

A practical guide to improving your strategic management skills which will give you the information and skills to succeed. Find out how to improve make your management style work to your long-term benefit by learning to set boundaries and to test and communicate your strategy.You will learn to analyze your position, understand your skills and define your strategy. Learn key skills such as how to plan for change, assess the risks, and monitor performance with tips, dos and don'ts, "...

Drawing on their work on performance management within the ‘beyond budgeting’ movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a new management model based on eight key change management issues:1. Governance: From rules and budgets to purpose and values2. Success: From fixed targets to relative improvement...

The Accountable Leader is centred around three themes - leadership, accountability and organizational structure, and explores what it means for managers to be held to account at all levels in an organization. It will show that most leadership related problems arise from the ineffectiveness of organisational structures that lack accountable jobs.Complete with case study material and international examples, ***The Accountable Leader***brings home the importa...

If you want to be the best, you have to have the right skillset.From managing and motivating people and teams to performance management and appraisals, THE ULTIMATE MANAGEMENT BOOK is a dynamic collection of tools, techniques, and strategies for success.Discover the main themes, key ideas and tools you need and bring it all together with practical exercises.This is your complete course in modern management.ABOUT THE SERIES