:
Updated:
Corporate Legal Needs a Strategy (Part II of IV)
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Updated:
Corporate Legal Needs a Strategy (Part I of IV)
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Updated:
“Legal Ops Teams Targeted for Layoffs Amid Cost-Cutting Efforts”
:
Updated:
Perverse Incentives Influence Behavior
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Biglaw Firms Rarely Adopt Automated Deal Platforms Because They Go Against the Legal Profession’s Hourly Billing Incentives
:
Updated:
A Regulator Threatens Client Confidentiality and a Law Firm Fights Back
:
Updated:
Treat Contracting as Business Process Management: Cut Order-to-Cash Cycle, Remove Operational Bottlenecks
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Updated:
“Swept Up in ‘Awe,’ Legal Departments Fail to Push Back on Rates at Biggest Law Firms”
:
Updated:
Law’s Leading Futurist Says “Replace Our Old Ways of Working” — Business Needs to Insist on a Fresh Start in Legal
:
Updated:
Case Study / A Key Litigation Risk: Exposure to Out-of-Control Waste of Money
:
Updated:
As Demands Exceed Budgets, the Corporate Legal Function Needs Better Management than Lawyers Can Give It (Part II)
:
Updated:
Negotiating Climate for Law Firm Services: Client Companies Enjoy a Great Opportunity to Flex their Purchasing Power — But Will They?
:
Updated:
As Demands Exceed Budgets, the Corporate Legal Function Needs Better Management than Lawyers Can Give It (Part I)
:
Updated:
The Power of Incentive: Radiant Law’s Fixed Fees Drive It to Be the Most Efficient Firm in its Specialty
:
Updated:
Will ALSP Axiom’s Arizona-Authorized Law Firm, and ALSP Elevate’s as Well, Be Allowed to Give Licensed Legal Advice to Clients Nationwide?
:
Updated:
ALSP Axiom Launches a Corporate Law Firm in Arizona: An Anti-Competitive Barrier Falls There — What Implications for Businesses Located Elsewhere?
:
Updated:
“Segmentation”: Fit Law Firm, In-House Staff, Other Legal Resources to the Risk / Opportunity Your Business Faces
:
Updated:
A Gaping Chasm in Expertise: The Best Specialists are Law Firm Partners, But Law Firm Associates Get Scant Training
:
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Why the Tyranny of the Urgent in Corporate Legal May Risk the Future of Your Business
:
Updated:
“There Are No Solutions, Only Tradeoffs”: What’s Good Enough in Contract Drafting?
:
Updated:
Scaling the Capacity of Your Corporate Legal Function Requires Multiple Disciplines — Not Just More Lawyers
:
Updated:
Results are the Ultimate Standard for Judging Litigation Counsel — But Conventional Wisdom Looks Elsewhere
:
Updated:
Contract: A Practical Business Tool to Specify Who-Will-Do-What-When — Not a Hobbyhorse for Your Lawyer
:
Updated:
How about a Performance Improvement Plan for Legal?
:
Updated:
Mark Cohen on “Law’s Delayed Future”: Legal Is Stuck in Its Ways, Business People Must Drive It Forward
:
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‘Tis the Season for Law Firm Rate Increases: Respond Emotionally? Tactically? Or Strategically?
:
Updated:
Case Study / The Husch Blackwell Law Firm: Pioneering Professionalized Business Management in Legal
:
Updated:
In-House & Law Firm Attorneys Work to Exhaustion: For How Many of their Hours Do They Perform at their Best?
:
Updated:
“Big Law Layoffs Look to Correct ‘Over-Hiring'”: Did Those Associates Have the Qualifications to Begin With?
:
Updated:
Law Departments Lack Metrics on Quality of Legal Outcomes, So They Manage Neither Quality Nor Costs Very Well
:
Updated:
Corporate Legal’s Latest Approach to Cost Containment: Same Old / Same Old
:
Updated:
Lawyers Can Hurt, or Help, Sales Contracting: Meddling in Drafting Tactics Can Sabotage Good Business Strategy
:
Updated:
Attorneys Are Good at Law, But Bad at Efficiency: So Have a Proven Manager — Not General Counsel — Run Legal’s Budget, Personnel & Operations
:
Updated:
An Overloaded Corporate Legal Function: As Demands Exceed Budget, Use Management Disciplines to Get Results
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Updated:
Alternative Legal Services Providers are 3 to 7X More Cost-Efficient than Law Firms in Process-Based Legal Work
:
Updated:
Your Contracting Process Is About More Than Managing Risk — Creating Value in Commercial Relationships Calls for Skills Outside of Legal’s Silo
:
Updated:
Be an Informed Client of Your Company’s Law Firms: Signs of Softening Demand Should Inform Negotiations with Outside Counsel
:
Updated:
A Nixon-to-China Move: Denton’s Chair Admits Law Firms Lag in Process-Based Solutions, Saddling “Young Lawyers” w/ “Soul-Crushing” Grunt Work
:
Updated:
One Expert’s Single Prescription for What Ails the Corporate Legal Function: Insist on Fixed Fees from Your Law Firms
:
Updated:
Will Client Companies Benefit from this Faster & More Precise Legal Research Technology? Or Will Law Firms Minimize Its Use?
:
Updated:
“When All You Have is a Hammer”: Law Firms Are Good at Legal Advice, But Creating a Contract Management System Calls for Process Capabilities
:
Updated:
Open Questions: (1) Will ALSP Use Grow If There’s a Recession? (2) If so, Would Upward Demand for ALSPs in Legal Continue Long-Term?
:
Updated:
Law Firms’ Hourly Billing Sets Up a Zero-Sum Conflict w/ their Business Clients; It’s Come to a Head in 2022; Causing Upward Price Pressure
:
Updated:
Operational Risk is the Biggest Danger Presented by an Agreement, So Contracting Should Be a Cross-Functional Duty that Goes Beyond Legal
:
Updated:
Apply Basic Management Disciplines To the Entire Business — Reject Legal’s Version of “Not Invented Here”
:
Updated:
A Recurring Management Fail in Legal: Business Clients Keep Finding That Their Law Firms Aren’t Following Agreed Engagement Terms
:
Updated:
Who Should Run Legal? Lawyers Insist Only They Can Do That — But in 2022 the Job’s Demands Call for Proven Professional Management
:
Updated:
A Legal Profession Catch 22 Stymies Cost Efficiency for Now, But the C-Suite Can Fix This Problem
:
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I’m From Legal and I’m Here to Help You … Really
:
Updated:
“To Whom Should Legal Report?” Depends on the Task: Is It To Give CEO Best Advice Possible, or to Ensure Corporate Law Function is Well-Run?
:
Updated:
American Bar Association Weighs In Against Allowing Big Four and Other Professional Firms to Offer Services of Licensed Lawyers
:
Updated:
For High Stakes Legal Matters, Your Company Should Usually Choose the Individual Attorney … Not the Law Firm
:
Updated:
An Effective Corporate Law Function Uses the Right Tool for the Specific Task — Not Just In-House Counsel and Law Firms
:
Updated:
Businesspeople are From Mars; Lawyers are From Venus: Trust & Distrust Between Corporate Legal and the Rest of the Company
:
Updated:
Sometimes Only an Experienced Lawyer’s Judgment Can Make the Difference Between Business Catastrophe and Success
:
Updated:
Just Running the Fare Meter: For 60% of Legal Matters, the Law Firm Doing the Work Does NOT Set a Budget, According to a Recent Survey
:
Updated:
ALSPs & Law Companies Offer Savings, Speed, and Accuracy in Routine, Recurring Legal Tasks — Bloomberg Law Survey: They are Underused
:
Updated:
“Law.com Radar Trend Detection”: Technology That Gives Your Company a Heads-Up on Threatening Patterns in Federal Litigation
:
Updated:
ALSPs & Law Companies Offer Savings, Speed, and Accuracy in Routine, Recurring Legal Tasks — But Are Underused by In-House Counsel and Law Firms
:
Updated:
Sluggish Tech Adoption Continues in Legal: Only 37% of Lawyers are Satisfied with their Firm’s Technology
:
Updated:
As Legal Demands Skyrocket, Process-Based Systems are Needed for a Response At-Scale — Axiom Law’s Licensed Attorneys / Part III of III
:
Updated:
As Legal Demands Skyrocket, Process-Based Systems are Needed for a Response At-Scale — Elevate Services’ Multidisciplinary Firm / Part II of III
:
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As Legal Demands Skyrocket, Process-Based Systems are Needed for a Response At-Scale — But Most Law Firms Won’t Help / Part I of III
:
Updated:
A Recent Example: Government Officials Can Be Arbitrary in Applying Regulations to a Business — Know their Quirks, Prejudices and Virtues.
:
Updated:
Critical Enterprise Risk Calls for Company-Wide, Managed Compliance — the CEO, COO, or CFO Should Take Charge of It
:
Updated:
Give Price Negotiations a Chance: U.S. Firms Use Alternatives to Billable Hour in 16.8% of Matters — Just Hourly-Billing-in-Disguise? / Part II of II
:
Updated:
Give Price Negotiations a Chance: U.S. Firms Use Alternatives to Billable Hour in 16.8% of Matters — Why Not Demand More? / Part I of II
:
Updated:
Reports to the Contrary, the Legal Profession Remains Firmly Committed to the Billable Hour: A Recent & Prominent Case in Point
:
Updated:
Corporate Law Functions Can’t Keep Up w/ Soaring Demands, So Legal Has to Scale Its Capacity: Put Proven Managers in Charge — Part IV of IV
:
Updated:
No Posts this Week (Week of May 9 to May 14, 2022)
:
Updated:
Corporate Law Functions Can’t Keep Up w/ Soaring Demands, So Legal Has to Scale Its Capacity: Why Lawyers Can’t Manage Scaling — Part III of IV
:
Updated:
Corporate Law Functions Can’t Keep Up w/ Soaring Demands, So Legal Has to Scale Its Capacity: C-Suite Must Say What It Wants from Legal — Part II of IV
:
Updated:
Corporate Law Functions Can’t Keep Up w/ Soaring Demands, So Legal Has to Scale Its Capacity: Solving The More-w/-Less Dilemma — Part I of IV
:
Updated:
If Only One Employee Knows of Something that Poses Early-Stage Legal / Regulatory Danger, Can Your Business Prevent a Full-Blown Catastrophe?
:
Updated:
In 2022 In-House Counsel Remain V-e-r-y Slow to Adopt Labor-Saving and Accuracy-Enhancing Processes, and Technology Tools to Support Them
:
Updated:
Thomson Reuters’ 2022 Corporate Legal Report Says Over 80% of Billings in the U.S. and Canada Are Still Based on an Hourly Rate
:
Updated:
Critical Enterprise Risk Calls for Company-Wide, Managed Compliance — the CEO, COO, or CFO Should Take Charge of It — Part IV of IV
:
Updated:
Critical Enterprise Risk Calls for Company-Wide, Managed Compliance — Legal’s Ignorance of Problems is No Excuse for Blindsiding the Business — Part III of IV
:
Updated:
Critical Enterprise Risk Calls for Company-Wide, Managed Compliance — the Corporate Law Function’s “Ignorance Defense” is a Gaping Hole — Part II of IV
:
Updated:
Critical Enterprise Risk Calls for Company-Wide, Managed Compliance — Make Legal Accountable for Its Role — Part I of IV
:
Updated:
How Many Years of Practice to Develop a Competent Lawyer? Jordan Furlong’s Crowdsourced Answer: 3 to 5 Years
:
Updated:
The Legal Industry Should Learn from the Medical Field about How they Access Skilled Professionals Who Are Not MDs
:
Updated:
Going to Court is (Usually) an Irrational Way to Resolve a Dispute — Part II of II: Making Litigation the Absolute Last Resort
:
Updated:
Going to Court is (Usually) an Irrational Way to Resolve a Dispute — Part I of II: Outsourcing Business Decisions to the Wrong People
:
Updated:
General Counsels’ Insecurities Can Lead Them to Choose Big Law Firms for Self-Protection. Ben Heineman, Jr.: “Big is bad — with very few exceptions”.
:
Updated:
Physicians Are Trained Formally and Carefully in Practical Skills; Lawyers Are Not — Part II of II: The Way it Could Be
:
Updated:
Physicians Are Trained Formally and Carefully in Practical Skills; Lawyers Are Not — Part I of II: The Way It Is Now
:
Updated:
High-Quality, On-Demand Lawyer Support for Your Business
:
Updated:
Georgetown / Thomson Reuters Reports Strong 2021 for Law Firms
:
Updated:
You Can’t Effectively Allocate Resources to Your Company’s Varying Legal Needs Without the Right Incentives: Making “Segmentation” Work
:
Updated:
Postscript to Jason Barnwell / Microsoft Profile: How to Manage Routine, Low-Value Legal Tasks
:
Updated:
Update on an Old Profile: Software Engineer-Turned-Attorney Tries to Replace Law Firm’s 6-Member Team with 1 Person
:
Updated:
Update on an Old Profile: Nicole Auerbach & Patrick Lamb — Business Attorneys Transforming Pricing and Service Delivery
:
Updated:
Will the Legal Industry Adopt Task Codes — and Fixed Fees with Them — Like the Medical Industry’s CPT Codes?
:
Updated:
Professional Services Consultant Patrick J. McKenna Warns the Legal Profession: “The Big Four are Coming for You”
:
Updated:
Passive Acceptance vs the Exercise of Purchasing Power
:
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NOT A PARODY
:
Updated:
A Billable Hours Standard Hurts Attorneys’ Health and It Impairs the Quality of their Work — A Postscript
:
Updated:
A Billable Hours Standard Hurts Attorneys’ Health — and It Impairs the Quality of their Work
:
Updated:
A Financial Reality Corporate Law Functions Don’t Talk About: Variable Costs Should be Managed Differently from Fixed Costs
:
Updated:
Another Lesson from the FisherBroyles Law Firm: Inexperience Has No Place on Your Company’s Legal Team
:
Updated:
Bruce MacEwen Writes: The Corporate Law Function Has “A Scal(ability) Problem”
:
Updated:
Automate Repetitive, Error-Prone Deal Tasks, or Continue to Pay Junior Lawyers Hundreds-Per-Hour to Do Them Manually?
:
Updated:
Law Firms to Pay $200,000 a Year to Law Grads Who Have Never Practiced — Inexperience Is Costly
:
Updated:
FisherBroyles: A Virtual Law Firm that Removes Two Key Items of Overhead from Its Fees
:
Updated:
Fixing a Costly Management Fail in Legal: High-Priced In-House Attorneys Squandered on Routine Work
:
Updated:
Adding People to Your Team Does Not Create Economies of Scale; But It’s Legal’s Primary, Go-To Move When Its Workload Increases
:
Updated:
AI-Powered Tech Now Available to Cut the Cost, Increase the Accuracy, of a Big, Recurring Corporate Legal Task
:
Updated:
My Qualifications: I Can Discern Fat-Vs-Muscle in Legal Spending because I’ve Worked on Both Sides of the Lawyer / Client Table
:
Updated:
I Help CFOs Cut Legal Spending by Removing Fat and Building Muscle
:
Updated:
Law Firms’ Recent Head Fake on Out-of-Control Legal Charges
:
Updated:
FREE COVID-19 LIABILITY PREVENTION WEB BRIEFING FOR MANAGEMENT JUNE 29 & 30
:
Updated:
Groundhog Day: “In-House Counsel Concerned They Are Spending Too Much on Outside Counsel”
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 4 of 4)
:
Updated:
FREE COVID-19 LIABILITY PREVENTION WEB BRIEFING FOR MANAGEMENT JUNE 29 & 30
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 3 of 4)
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 2 of 4)
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 1 of 4)
:
Updated:
How the Legal Profession’s Views of its “Ethics” Rules Effectively Protect its Markets: A February 2020 Development
:
Updated:
COVID-19’s Lesson for Managing Legal Risk: Tough Times Demand that You Cut to the Chase (Part 3 of 3)
:
Updated:
COVID-19’s Lesson for Managing Legal Risk: Tough Times Demand that You Cut to the Chase (Part 2 of 3)
:
Updated:
COVID-19’s Lesson for Managing Legal Risk: Tough Times Demand that You Cut to the Chase (Part 1 of 3)
:
Updated:
Patrick Lamb: Legal Services Delivery Needs to “Move from ‘Just Lawyers’ to Multi-Professional Teams”
:
Updated:
Companies Aren’t Helpless When Service Providers Ignore their Needs: What In-House Counsel Can Learn from Mark Cuban
:
Updated:
“Ethics” Rules Shape the Legal Services Market: To Protect Clients? Or Just to Protect Lawyers? — An Effective Barrier to Needed Innovation — Part 5 of 5
:
Updated:
“Ethics” Rules Shape the Legal Services Market: To Protect Clients? Or to Protect Lawyers from Unwanted Competition? — Lawyer-Client Matching Service is “Illegal” — Part 4 of 5
:
Updated:
“Ethics” Rules Shape the Legal Services Market: To Protect Clients? Or to Protect Lawyers from Unwanted Competition? — A Smartphone App that “Practices Law”? — Part 3 of 5
:
Updated:
“Ethics” Rules Shape the Legal Services Market: To Protect Clients? Or to Protect Lawyers from Unwanted Competition? — Big 4 Legal Practices — Part 2 of 5
:
Updated:
“Ethics” Rules Shape the Legal Services Market: To Protect Clients? Or to Protect Lawyers from Unwanted Competition? — Introduction — Part 1 of 5
:
Updated:
Empower Business People to Speed Up their Contract Negotiations via Technology — Avoid the Lawyer Logjam
:
Updated:
Sometimes I Am Shocked to be Reminded of How Un-Businesslike Lawyers’ Hourly Billing Model Really Is
:
Updated:
Finding the Specialist Lawyer Your Business Needs
:
Updated:
Artificial Intelligence Takes Another Step To Reduce Lawyers’ Hours Your Business Has to Pay For — If and When It’s Adopted
:
Updated:
Bet-the-Company vs. Just-Run-the Company: Legal Tasks Vary — And So Should Their Price
:
Updated:
Boeing’s January 9 Document Release to Congress — A Lesson on Preventing Legal Problems
:
Updated:
Protecting a Business from Legal Risks is a Management Role — With Lawyers as Supporting Cast, Not as the Director
:
Updated:
Artificial Intelligence Can Cut Clients’ Attorney Fees, While Offering More Accuracy: Salazar Law Firm & ROSS Intelligence
:
Updated:
Conventional Law Firms (& In-House Departments) Who Claim a “Customer Focus” But Ignore Client Companies’ Basic Operational Needs
:
Updated:
Don’t Let Your Lawyers Over-Work Simple Contract Issues — Higher Costs, No Better Risk Protection & Deals Delayed
:
Updated:
Why Do Client Companies Accept Cat-and-Mouse Games in their Law Firms’ Bills?
:
Updated:
“Full Transparency” & “Effective and Proactive Communication”: Risk Management Lessons from Boeing and GE
:
Updated:
Legal Tech Now Available that Too Few Lawyers Use: Contract Management Software
:
Updated:
“Artificial Intelligence is a Circus to Avoid the Need to Make Real Improvements in Legal Services”
:
Updated:
Access Elite Attorneys for Your Business’ Needs, But Avoid the Legal Profession’s Wasteful Add-On’s: Axiom Law
:
Updated:
Does Hourly Billing Defeat Tech Adoption in Legal? An AI Scientist & Biglaw Attorney Exchange Views
:
Updated:
To Cut Your Company’s Legal Spending and Prevent Legal Problems, Begin by Defining the Job Right
:
Updated:
Legal Profession’s Business Model Stifles Use of Accuracy-Enhancing & Labor-Saving Tech: Case in Point
:
Updated:
Amazon and (a Truly) Innovative Law Firm Join Forces
:
Updated:
The Legal Profession has Barely Changed in Years, Despite Hype about Innovation in its Services to Business
:
Updated:
I’m on vacation from April 3 to April 11.
:
Updated:
Defining the Value of Lawyers’ Work: Where to Get Reliable Numbers for Sound Management Choices (Part 3 of 3)
:
Updated:
Defining the Value of Lawyers’ Work: Where to Get Reliable Numbers for Sound Management Choices (Part 2 of 3)
:
Updated:
Defining the Value of Lawyers’ Work: Where to Get Reliable Numbers for Sound Management Choices (Part 1 of 3)
:
Updated:
Clients Need Legal Services But Not Necessarily Lawyers (Part 4 of 4)
:
Updated:
Clients Need Legal Services But Not Necessarily Lawyers (Part 3 of 4)
:
Updated:
The Billable Hour Remains the Legal Profession’s Pricing Standard — and Attorneys Use it to Establish Quotas
:
Updated:
Clients Need Legal Services But Not Necessarily Lawyers (Part 2 of 4)
:
Updated:
Clients Need Legal Services But Not Necessarily Lawyers (Part 1 of 4)
:
Updated:
Signs Big 4 Accounting Firms May Present Business Owners and Managers with Practical Alternatives to U.S. Law Firms (Part 3 of 3)
:
Updated:
Signs Big 4 Accounting Firms May Present Business Owners and Managers with Practical Alternatives to U.S. Law Firms (Part 2 of 3)
:
Updated:
Signs Big 4 Accounting Firms May Present Business Owners and Managers with Practical Alternatives to U.S. Law Firms (Part 1 of 3)
:
Updated:
Make Your Company’s Law Firms Compete on Terms of Service (Part 2 of 2)
:
Updated:
Make Your Company’s Law Firms Compete on Terms of Service (Part 1 of 2)
:
Updated:
Business Owners’ / Managers’ Playbook: No Such Thing as “Harmless” Legal Doc — Call Your Lawyer Before You Sign
:
Updated:
Law Profs, Some Students, and Handful of Companies Make a Big Move Toward Efficiencies in Business Law (Part 1 of 2)
:
Updated:
Software Engineer-Turned-Attorney Suggests Replacing Law Firm’s 6-Member Team with 1 Person — Here’s What Happened (Part 3 of 3)
:
Updated:
Software Engineer-Turned-Attorney Suggests Replacing Law Firm’s 6-Member Team with 1 Person — Here’s What Happened (Part 2 of 3)
:
Updated:
Software Engineer-Turned-Attorney Suggests Replacing Law Firm’s 6-Member Team with 1 Person — Here’s What Happened (Part 1 of 3)
:
Updated:
Best Wishes for a Joyous Holiday Season
:
Updated:
Judge Chips Away at Legal Profession’s Business Model: Criticizes A Lawyer’s Failure to Use Artificial Intelligence
:
Updated:
“Lawyers Can Make More Money from Vagueness and Unclear Instructions than Almost Anything Else” (Part 2 of 2)
:
Updated:
“Lawyers Can Make More Money from Vagueness and Unclear Instructions than Almost Anything Else” (Part 1 of 2)
:
Updated:
A lovely Thanksgiving weekend to you and yours.
:
Updated:
Can Artificial Intelligence Move Your Attorneys Toward the Results You Care About? (Part 3 of 3)
:
Updated:
Can Artificial Intelligence Move Your Attorneys Toward the Results You Care About? (Part 2 of 3)
:
Updated:
Can Artificial Intelligence Move Your Attorneys Toward the Results You Care About? (Part 1 of 3)
:
Updated:
“Who’s Your [Law] Firm’s Real Client?” (Part 2 of 2)
:
Updated:
“Who’s Your [Law] Firm’s Real Client?” (Part 1 of 2)
:
Updated:
Why Law Firms Don’t Change Strategy Despite Client Dissatisfaction: A Management Explanation (Part 2 of 2)
:
Updated:
Why Law Firms Don’t Change Strategy Despite Client Dissatisfaction: A Management Explanation (Part 1 of 2)
:
Updated:
Access to Legal Analytics Technology Expands Beyond Big Cities and Elite Law Firms to Main Street (Part 2 of 2)
:
Updated:
Access to Legal Analytics Technology Expands Beyond Big Cities and Elite Law Firms to Main Street (Part 1 of 2)
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 4 of 4)
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 3 of 4)
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 2 of 4)
:
Updated:
NOT A PARODY: “As we enter the home stretch to make billable hour targets in advance of bonus season …”
:
Updated:
Why Can’t They Say “Yes” or “No”? Understanding How Lawyers Talk to Business People (Part 1 of 4)
:
Updated:
What Can Health Care Teach Business about Managing its Lawyers? Seeking Answers at the Mayo Clinic (Part 3 of 3)
:
Updated:
What Can Health Care Teach Business about Managing its Lawyers? Seeking Answers at the Mayo Clinic (Part 2 of 3)
:
Updated:
What Can Health Care Teach Business about Managing its Lawyers? Seeking Answers at the Mayo Clinic (Part 1 of 3)
:
Updated:
Perverse Incentives: Law Firm Bills by the Hour — Court Cuts Its $1.8 Million Fee Down to $670,000 (Part 3 of 3)
:
Updated:
Perverse Incentives: Law Firm Bills by the Hour — Court Cuts Its $1.8 Million Fee Down to $670,000 (Part 2 of 3)
:
Updated:
Perverse Incentives: Law Firm Bills by the Hour — Court Cuts Its $1.8 Million Fee Down to $670,000 (Part 1 of 3)
:
Updated:
Businesses May Have Alternatives to Status Quo in Legal Services — Recent Moves by The Big 4 in the U.S. (Part 4 of 4)
:
Updated:
Businesses May Have Alternatives to Status Quo In Legal Services — Recent Moves by The Big 4 (Part 3 of 4)
:
Updated:
Businesses May Have Alternatives to Status Quo In Legal Services — Recent Moves by The Big 4 (Part 2 of 4)
:
Updated:
Businesses May Have Alternatives to Status Quo In Legal Services — Recent Moves by The Big 4 in the U.S. (Part 1 of 4)
:
Updated:
I’m Back — Advising Business People on How to Take Charge of their Companies’ Legal Health
:
Updated:
A Company’s Legal Health Calls for Skills that Attorneys Lack — Ron Friedmann’s Take
:
Updated:
A Legal Veteran’s Recent Take on His Profession: “Too Many Awards — Too Little Legal Customer Satisfaction”
:
Updated:
Sometimes A Lawyer Gets it Right — Happy Fourth
:
Updated:
Profile: Nicole Auerbach & Patrick Lamb — Business Attorneys Transforming Pricing and Service Delivery
:
Updated:
Business Leaders Need to Drive Better Legal Pricing and Services Delivery Because Lawyers Won’t or Can’t
:
Updated:
On Issues of Right vs. Wrong Business Owners and Executives Should Listen to Lawyers — But Think for Themselves
:
Updated:
How Should A Business Pick its Law Firms? Brand Name Method Fails the Empirical Test
:
Updated:
Regulators Gone Wild — Is Relief Coming from the Courts?
:
Updated:
Brain Surgeon Rates for First Aid: How Law Firms Charge for Document Review
:
Updated:
A Company’s Legal Health Calls for Skills that Attorneys Lack
:
Updated:
“‘The Tone Deafness is Astounding’: Clients Unhappy about Milbank Associate Raise Announcement”
:
Updated:
A Legal Expert’s Most Recent Take on the Billable Hour
:
Updated:
About that Crack in the Wall Protecting U.S. Law Firms from Big Four — What Are the Big Four’s Competitive Advantages?
:
Updated:
The Wall Protecting U.S. Law Firms from Big Four Competition Cracked a Bit Last Year — And That Crack Just Expanded
:
Updated:
About My Post on the Company That Stopped Paying its Lawyers by the Hour: Any Size Business Can Benefit
:
Updated:
BASF Corporation’s General Counsel Tells How — and Why — He Stopped Paying Outside Counsel by the Hour
:
Updated:
If Law Firms Aren’t Innovating in Service Delivery is Anyone in the Legal Industry Doing It?
:
Updated:
Empirical Data Says Law Firms Aren’t Innovating in Service Delivery — So Say the Numbers in Two Recent Studies
:
Updated:
Controlling Corporate Legal Costs by Legal Document Automation: Brand New Application in Employment Law
:
Updated:
Controlling Corporate Legal Costs by Legal Document Automation: Another Real Estate Sector Example
:
Updated:
Using Artificial Intelligence to Control Corporate Legal Costs: A Case Study from the Real Estate Industry
:
Updated:
Buggy Whip Factory Doubles Down on Laser Technology
:
Updated:
Take Responsibility for Securing Your Company’s — and Your Own — Attorney-Client Privilege (Part V of V)
:
Updated:
Take Responsibility for Securing Your Company’s — and Your Own — Attorney-Client Privilege (Part IV of V)
:
Updated:
Take Responsibility for Securing Your Company’s — and Your Own — Attorney-Client Privilege (Part III of V)
:
Updated:
Take Responsibility for Securing Your Company’s — and Your Own — Attorney-Client Privilege (Part II of V)
:
Updated:
Take Responsibility for Securing Your Company’s — and Your Own — Attorney-Client Privilege (Part I of V)
:
Updated:
Most Lawyers Resist Even Modest Changes, But This Group Targets a 50% Cut in F500 Corp’s Legal Budget (Part III of III)
:
Updated:
Most Lawyers Resist Even Modest Changes, But This Group Targets a 50% Cut in F500 Corp’s Legal Budget (Part II of III)
:
Updated:
Most Lawyers Resist Even Modest Changes, But This Group Targets a 50% Cut in F500 Corp’s Legal Budget (Part I of III)
:
Updated:
The Billable Hour Prevails — Don’t Let Anyone Mislead You to the Contrary
:
Updated:
Sometimes Your Business Just Needs a Great Lawyer — Go Find that Lawyer
:
Updated:
“Too Much at Stake”?
:
Updated:
Judge Mukasey Explains the Attorney Client Privilege with Wisdom and Clarity
:
Updated:
On Vacation Until Wednesday April 4
:
Updated:
The Theranos Case: Example of a Tactic that Regulators Deploy Against the Companies They Target
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In Case It’s Not Obvious: What this Blog and My Law Practice are All About
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Your Business Can Prevent Liability and Achieve Cost Efficiency in its Legal and Regulatory Function — But General Management Has to Do Something
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State of the Legal Industry: A Leading Advocate for Innovation Calls It “Stagnation” — And Points to a Remedy
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Lawyers’ Blindspots Make them Bad Managers — They Need Supervision from (Non-Lawyer) Executives
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Artificial Intelligence vs. Human Lawyers: Artificial Intelligence — 94% Accurate, Humans — 85% Accurate
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Many Business Lawyers Have Excellent Schooling — But Early Hands-On Training is Often Hit-and-Miss (Part III of III)
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Many Business Lawyers Have Excellent Schooling — But Early Hands-On Training is Often Hit-and-Miss (Part II of III)
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Many Business Lawyers Have Excellent Schooling — But Early Hands-On Training is Often Hit-and-Miss (Part I of III)
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Applying Six Sigma, Toyota “Lean” to Legal and Regulatory Work: It’s About Incentives — Or Lack of Them (Part II of II)
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Applying Six Sigma, Toyota “Lean” to Legal and Regulatory Work: It’s About Incentives — Or Lack of Them (Part I of II)
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Managing Your Business to the Law’s Demands: Even If a Text is Clear — Courts, Agencies Often Just Ignore It (Part II of II)
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Managing Your Business to the Law’s Demands: Even If a Text is Clear — Courts, Agencies Often Just Ignore It (Part I of II)
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In Legal as in Other Business Functions: Match the People You Assign to the Task at Hand (Part III of III)
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In Legal as in Other Business Functions: Match the People You Assign to the Task at Hand (Part II of III)
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In Legal as in Other Business Functions: Match the People You Assign to the Task at Hand (Part I of III)
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Understanding Artificial Intelligence in Business Law: Three Take-Aways for Company Owners and Executives (Part III of III)
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Understanding Artificial Intelligence in Law: Three Take-Aways for Company Owners and Executives (Part II of III)
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Understanding Artificial Intelligence in Legal: Three Take-Aways for Company Owners and Executives (Part I of III)
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A Proven Aviation Safety Protocol Could Prevent Business Catastrophes — And Your Lawyers Should Lead the Way (Part II of II)
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A Proven Aviation Safety Protocol Could Prevent Business Catastrophes — And Your Lawyers Should Lead the Way (Part I of II)
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Lawyers Are Indispensable to Some Tasks — Not So Good at Others — So Management Needs to Know Which is Which When Assigning Duties
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You Need Lawyers to Draft Dox or Go to Court — But Prevention of Legal and Regulatory Trouble Requires Systems and Cost Disciplines (Part II)
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You Need Lawyers to Draft Dox or Go to Court — But Prevention of Legal and Regulatory Trouble Requires Systems and Cost Disciplines (Part I)
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Another Reason Business People Need to Manage their Attorneys: The Legal Industry’s Definition of “Productivity” Drives Unnecessary Work
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Lawyers Don’t Answer to Anyone But Other Lawyers in Staffing, Paying for, and Organizing their Work – So You Must Make Them Accountable
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Business Lawyers Resist Labor-Saving Technology Because they Sell Hours — Not Results — A New App from Silicon Valley Makes the Point
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“Leverage” (Part II): How One Lawyer’s View of His Clients’ Needs Led Him to Reject Pursuit of Leverage — and What He Did about It
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“Leverage” (Part I): How the Legal Industry’s Pursuit of Leverage Pits the Client’s Interests Against Those of The Law Firm
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Business Lawyers Resist Labor-Saving Technology Because they Sell Hours – Not Results — And Efficiencies Reduce Lawyers’ Hours Sold
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By Better Management Heart Surgeons Cut Costs & Improved Results – Is Corporate Legal Too Life-and-Death to Do The Same?
Managing Legal