Marcie Borgal Shunk

April 24, 2017 | Daily Business Review

For some firms approaching the ­concept of efficient service delivery holistically, the results can be impressive. Yet for others the improvements are isolated, limited or nonexistent—phenomenal in one practice and dismal in another. Conventional wisdom cites the billable hour or lawyers' inherent reluctance to change as the ­primary obstacles, writes Marcie Borgal Shunk.

By Commentary by Marcie Borgal Shunk

10 minute read

April 21, 2017 | Daily Business Review

The past several years have seen a remarkable rise in demand for ­pricing and project management professionals at law firms. Consultants, businesses and entire conferences, such as The Legal Marketing Association's P3, have evolved to tackle the challenges evoked by increased rate pressure and client demand for ­efficiencies. For some firms approaching the ­concept of efficient service delivery holistically, the results can be impressive. Yet for others the improvements are isolated, limited or nonexistent—phenomenal in one practice and dismal in another. Conventional wisdom cites the billable hour or lawyers' inherent reluctance to change as the ­primary obstacles. But what if the proposed solution—the need for systematic project management and process improvement—is simply solving a misdiagnosed problem?

By Marcie Borgal Shunk

10 minute read

April 17, 2017 | New York Law Journal

Marcie Borgal Shunk, president and founder of The Tilt Institute, writes: For some firms approaching the concept of efficient service delivery holistically, the results can be impressive. Yet for others the improvements are isolated, limited or non-existent. Conventional wisdom cites the billable hour or lawyers' inherent reluctance to change as the primary obstacles. But what if the proposed solution—the need for systematic project management and process improvement—is simply solving a misdiagnosed problem?

By Marcie Borgal Shunk

10 minute read

December 31, 2013 | Corporate Counsel

The remedy to overcoming this inside counsel (client)/outside counsel gap is twofold: 1) ask the right questions and 2) key into the business factors driving premium work.

By Marcie Borgal Shunk

4 minute read