By Justin Peacock | June 20, 2018
As a lawyer, you like to think about what's next. You spend your career climbing the ladder from first-year associate to income partner to equity partner. But have you spent enough time thinking about life after the law?
By Julie Q. Brush | June 15, 2018
Moving in-house is an alluring proposition that has been a major driver for the exodus of today's young law firm associates.
The American Lawyer | Expert Opinion
By Hugh A. Simons and Nicholas Bruch | June 5, 2018
Law firms have a lot of room to increase leverage, despite clients pushing back against the use of more junior lawyers.
The American Lawyer | Expert Opinion
By Marcie Borgal Shunk | May 22, 2018
The Second Hundred serve the same demanding clients as the Am Law 100 and are asked to deliver the same sophisticated legal advice, but with limited resources it's harder to get ahead.
The American Lawyer | Expert Opinion
By Hugh A. Simons | May 18, 2018
From a strategy perspective, there is no rush for law firms to invest in AI, Hugh Simons argues.
The American Lawyer | Expert Opinion
By Kathryn B. Whitaker | April 4, 2018
Law firms should double down on their existing clients by focusing on client satisfaction and retention rates rather than billable hours and origination credits.
The American Lawyer | Expert Opinion
By Louise Muldoon | March 20, 2018
Does your firm say "uniquely placed," "unmatched," or "unparalleled" in marketing materials? In a noisy global market in which it is increasingly hard for law firms to stand out, a simple client-centric approach to content can separate your firm from the pack.
The American Lawyer | Expert Opinion
By Brad Hildebrandt and Tony Williams | March 9, 2018
Law firm consultants Brad Hildebrandt and Tony Williams have identified four types of firms competing for the global work that keeps firms the busiest, and they identify which models are working and which have staying power.
The American Lawyer | Analysis|Expert Opinion
By Timothy B. Corcoran | March 7, 2018
The old models of partner compensation are increasingly keeping firms from the client-focused culture needed to succeed today.
The American Lawyer | Expert Opinion
By Hugh A. Simons | February 26, 2018
If law firms have the bargaining power to raise standard rates an average of 3 percent, and realize a rate increase of 2.5 percent, then do they have the power to raise rates at, say, 7 percent and realize a 5 percent increase?
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