Mindy Yocum was the mother of a 2-year-old, with another child on the way, when she got the worst kind of news. Her husband, Scott, was closing up at work when three men broke in, stabbed him nearly 30 times, cleaned out the cash register and cut the phone lines.
Call it a banner (and bandanna) Legal Rebels year: This year's 13 rebels are providing new ways to help immigrants find legal assistance; businesses comply with accessibility laws; drivers deal with parking tickets and lawyers do their time billing—painlessly.
It's common now for large law firms to have a chief knowledge officer to determine how technology can help lawyers do their jobs more effectively. When Michael Mills first took on that type of role for Davis Polk & Wardwell in 1990, hardly any others were around to imitate. The internet barely even existed.
For more than three decades, Richard Susskind has been one of the profession's most prolific voices in support of implementing technology with legal services delivery. He's the author of more than 10 books on the topic, and his next one will focus on technology in the courtroom.
For years, Paul Lippe has been a leader in helping corporate law departments adopt the approaches used in the best and most innovative parts of their own companies—and in doing so, significantly changing the relationships with and the work done by their outside lawyers.
During the past few months, I have been giving presentations all over the world. One of the things I would touch upon are the eroding effects of commoditization. I know there are a lot of misconceptions around this topic. By now, most lawyers acknowledge that commoditization exists, but most believe commoditized work equals "simple work" or "bulk work." This couldn’t be further from the truth.
Five years ago, a committed group of law firm leaders and law firm service providers embarked on a journey to reimagine the legal profession with a futurist’s view.
While many innovation journeys begin with an examination of the current state of a business, team, product or service in order to determine how to make what exists better, this innovation journey was different.
I think many law firms historically acquired their clients first and their markets second. Somewhere early in a firm’s genesis, one of its lawyers landed a client and performed the assigned tasks well; impressed, that client hired the lawyer again and recommended the lawyer to a similar client, which also retained the lawyer, and more followed.
HP’s legal department recently announced that it will withhold up to 10 percent of fees from law firms that do not meet its diversity standards, to draw attention to law’s lagging performance in advancing diversity.