We often ask law firms, “Who’s your competition?” The single most frequent response we get is, “Well, no one, really.” This is delusion on stilts. Every business, I would venture to extend that to any human organization, has competition,...
I’m coming to the conclusion that BigLaw is not one business, but two different businesses. Some firms (a minority) are in one business, but most firms are in another business entirely. Note what I am not saying: I’m not saying some firms have one business model and...
Across the pond from New York our friend Alex Novarese, editor in chief of Legal Business, just published his commentary Associate pay smoke screen: it’s fooling no-one, which notes “the emergence over the last two years of suspiciously co-ordinated attempts by London...
We haven’t talked yet about realization. Shall we? The first time I saw this chart, it hit me between the eyes; your reaction may be similar. In a nutshell: Even if litigation “demand” is more or less steady, what about revenue to law firms from that demand? In...
The following guest column is by Richard Hinwood, based in London. Richard is the Head of Strategy & Chief of Staff at Withers. As Head of Strategy, Richard leads the formulation and implementation of firm-wide strategy and business planning across the...
A parable of client service in four acts. The wireless providers’ market in the US (AT&T, Verizon, Sprint, T-Mobile) has achieved saturation. Subject to rounding errors, every American from age 10 to age 90 has a smartphone. Among the providers, it’s...
