Sentences with phrase «traditional law firm business model»

We've seen the futility of traditional law firm business models whose services are simply out of reach for more than 85 % of potential clients.

ACC believes that many traditional law firm business models and many of the approaches to lawyer training and cost management are not aligned with what corporate clients want and need: value - driven, high - quality legal services that deliver solutions for a reasonable cost and develop lawyers as counselors (not just content - providers), advocates (not just process - doers) and professional partners.

The premise for this resource is that many traditional law firm business models and cost management strategies (read reward more billable hours) are not aligned with what corporate clients really want and need: value - driven, high - quality legal services that deliver solution for a reasonable cost and develop lawyers as counselors (not just content - providers), advocates (not just process - doers) and professional partners.

They can see much further into the future than most lawyers; they endure sleepless nights worrying about the storage and security of big data; and they are typically fascinated by the potential of artificial intelligence to disrupt the traditional law firm business model.

During its brief four - year lifespan, Clearspire was hailed as the firm that would disrupt the traditional law firm business model.

In fact it's a huge market opportunity for market savvy lawyers who are willing to be flexible about the traditional law firm business model.

After a conversation with Thomas L. Friedman, author of the book, The World Is Flat: A Brief History of the Twenty - first Century, about whether some of what was in the book would apply to the legal vertical, Mark started Clearspire, a virtual law firm and legal services company that upended the traditional law firm business model.

Ed Turner, managing partner at Taylor Vinters, said at the time of that investment: «Our investment in Pekama represents a considerable shift in the traditional law firm business model we see elsewhere, which only commits capital to initiatives the firms owns or accesses exclusively.

Across Europe, emerging disruptor law firms and alternative legal service providers are challenging aspects of the traditional law firm business model.

Under present regulatory conditions, the kind of corporatization suggested would represent a complete disruption of the current, traditional law firm business model.

As we all know, the traditional law firm business model has been under tremendous pressure to change (although many in the industry don't realize the full extent or urgency of the phenomenon, in my view), and change takes time in most law firms.

The question is; can law firms begin to make these changes as time rolls on and will the changes be possible within the context of the traditional law firm business model and approach to managing their associates?