Executive summary |
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vii | |
About the authors |
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xi | |
Chapter 1 COVID-19 and the rise of the 21st century law firm |
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1 | (8) |
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2 | (1) |
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And then there was a pandemic |
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3 | (1) |
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The rise of the pandemic-era law firm |
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4 | (3) |
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The rise of the 21st century law firm |
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7 | (2) |
Chapter 2 Pricing and business model change post-COVID-19 |
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9 | (14) |
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9 | (1) |
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9 | (1) |
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The "OldLaw" business and "pricing" model |
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10 | (2) |
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Maybe not really fee pressures but predictability pressures? |
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12 | (1) |
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Did the business model change during COVID-19? |
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12 | (1) |
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The post-COVID law firm: timeless |
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13 | (101) |
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114 | |
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Some firm-wide Key Predictive Indicators |
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15 | (1) |
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Individual Key Predictive Indicators |
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16 | (1) |
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Some practical tips if you really want to move to a post-COVID timeless model |
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16 | (3) |
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19 | (4) |
Chapter 3 Never let a good crisis go to waste - creating value from the COVID-19 experience |
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23 | (10) |
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23 | (1) |
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What's next? Seven strategies for the post COVID-19 law firm |
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24 | (6) |
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30 | (3) |
Chapter 4 The pandemic - a Trojan Horse for advancing diversity and inclusion? |
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33 | (10) |
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Using remote work models to advance diversity goals |
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34 | (3) |
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Using the momentum of social movements to advance diversity |
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37 | (6) |
Chapter 5 Law firms of the future (and other legal business models) |
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43 | (16) |
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A brief overview of the evolving law firm model in the United States |
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43 | (71) |
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Pressures shaping legal service providers |
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114 | |
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Other viable legal business models |
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48 | (5) |
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Exploring other legal business models in more depth |
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53 | (3) |
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56 | (3) |
Chapter 6 The fledgling post-pandemic law firm - status quo or brand new normal? |
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59 | (10) |
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Start with the end in mind |
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59 | (1) |
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60 | (1) |
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61 | (1) |
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62 | (1) |
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What does ABS mean for virtual firms? |
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63 | (1) |
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64 | (1) |
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Create a solid foundation |
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65 | (1) |
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Build it and they will come? |
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66 | (1) |
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Virtual versus technology |
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66 | (1) |
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How much virtual is too much? |
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66 | (1) |
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More on subscription business plans |
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67 | (2) |
Chapter 7 The value of non-legal skills in the management of law firms |
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69 | (8) |
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69 | (1) |
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Why commercial skills matter now |
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70 | (2) |
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What does "normal" look like? |
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72 | (1) |
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What should law firms do to make themselves fit for the post-pandemic market? |
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73 | (1) |
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Next steps on the journey to commercial success |
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74 | (3) |
Chapter 8 Dispute resolution from A to Z - will remote practice prevail? |
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77 | (8) |
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77 | (1) |
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Preventative dispute resolution |
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78 | (1) |
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Technology and artificial intelligence (AI) |
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79 | (1) |
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80 | (1) |
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81 | (1) |
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81 | (1) |
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82 | (1) |
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83 | (1) |
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Evaluating the staying power of remote |
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83 | (2) |
Chapter 9 M&A activity post-pandemic - the future landscape of law |
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85 | (8) |
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86 | (1) |
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86 | (1) |
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Utilizing a non-executive director |
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87 | (1) |
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Professional indemnity premiums |
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88 | (1) |
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89 | (1) |
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90 | (1) |
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90 | (1) |
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91 | (2) |
Chapter 10 Thriving in a post-pandemic world - cutting-edge law practice areas |
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93 | (10) |
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A new era of law practice |
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93 | (1) |
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93 | (1) |
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94 | (2) |
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96 | (1) |
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97 | (1) |
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98 | (1) |
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Regulatory and compliance |
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99 | (1) |
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100 | (1) |
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101 | (2) |
Chapter 11 A happy, profitable law firm - no, really |
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103 | (1) |
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Luxuriate in the billable hour |
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104 | (1) |
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Invest in your firm culture |
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105 | (1) |
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Facilitate connection and personal development |
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105 | (1) |
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Create a work-life career continuum |
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106 | (1) |
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Embrace the flexible remote lawyer |
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107 | (1) |
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Perpetuate the inventive spirit |
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107 | (1) |
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108 | |
About Globe Law and Business |
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