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Legal Mosaic
15 followers -
observations, information, trends, analysis, and suggested solutions on subjects related to the rapidly changing landscape of the legal services industry
observations, information, trends, analysis, and suggested solutions on subjects related to the rapidly changing landscape of the legal services industry

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Legal Mosaic's posts

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Corporate legal departments and service providers have stepped in to fill the law firm vacuum. They tend to be more innovative than law firms, utilizing technology and process far more effectively than firms that remain loathe to provide a meaningful seat at the management to anyone but (rainmaker) lawyers.

http://ow.ly/8fw7308RddP

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In-house size, influence, portfolios, compensation, and market share are rising steadily. Significantly, many departments now have almost as many non-lawyer members as attorneys. This is because legal delivery is now a three-legged stool supported by legal, technological, and process expertise. Law firms are strong on the legal side but generally lag in technology and process skills.

http://ow.ly/HGaV307a82w

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Lawyers have long fought to preserve a free press and to defend its vital whistleblower role. Whatever failings and biases traditional media has, it distinguishes fact from falsehood. With the rapid eclipse of mainstream journalism by social media as the predominant ‘news’ source, lawyers must broaden their defense of a free, vigorous, and whistle-blowing press. This requires advocating for social media filtering mechanisms designed to expose misinformation cloaked in the robe of fact.

http://ow.ly/7ETx306J2G0

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Lawyers must work to restore public confidence in the election process. This is as critical to the rule of law as the peaceful post-election transfer of power. Claims of voter nullification and a ‘rigged’ process cannot persist. Lawyers must take the lead to restore public confidence in the fairness, transparency, and accessibility of the process to all eligible voters.

http://ow.ly/LQvJ306hbsO

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This endless, train wreck of an election has struck a devastating series of blows to US institutions and the legal system. Were the election a prizefight, it would have been stopped many months ago. By now, most of us are all-too-familiar with the details of the various scandals that have engulfed key public officials as well as the nation’s institutions.

http://ow.ly/nehV3060K0c

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Deloitte identifies several core elements of the ‘new organization’: highly empowered teams; a new model of management, and a younger, more globally diverse leadership. They also describe a ‘shared culture’ that engages people , creates a new model of leadership and career development, and promotes a “strong learning culture.” If this is beginning to sound like a structural reboot, it does to me, too. Why is this happening and what’s driving it?

http://ow.ly/KvhV305RLXN

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Law schools must prepare graduates to be practice ready. Students should graduate knowing how to interview and represent a client, for example. They should also understand how to utilize technology and project management in delivering legal service; ‘being a lawyer’ is not just about legal expertise anymore. It’s about combining legal, technological, and process management expertise to solve personal or business challenges.

http://ow.ly/fpfk305DNvc

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LegalZoom’s cafeteria approach to legal delivery is one way to improve efficiency, reduce price, and provide access to legal assistance. That’s why the company has already engaged more than 3.5 million customers and helped launch over a million small businesses. Technology and process are leveraged to provide access to underutilized counsel at an affordable price. And if it sounds like Uber to you, it does to me, too

http://ow.ly/boG03059bAD

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Cab companies and law firms were riding high a decade ago. They faced little competition, steadily jacked up already high rates, and still experienced an increase in demand. Provider focus tended to be on profit rather than customer satisfaction since buyers had no scalable alternatives. Would-be drivers worked for cab companies the same way most lawyers toiled at law firms.

http://ow.ly/DXn7304V2h9

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Profit-per-partner (PPP) is the seminal metric of law firms, enabling them to retain star partners and to attract rainmaker laterals. But PPP has no bearing upon the quality of a particular partner or firm; the value or efficiency of service; results; or client satisfaction. PPP is a measure of equity partner profitability. Period.

http://ow.ly/3bB1304ElSV
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