The rub is that we'll have to do it in the context of
a traditional market for legal services that is not just tightening but also evolving rapidly.
Not exact matches
Enrico Schaefer at The Greatest American Lawyer suggests the shrinking BigLaw sector may not be a bad thing at a macro level since it will provide an opportunity
for foundational change in the
market for legal services as new
legal service models (e.g., alternative billing) start competing with the
traditional approaches (e.g., billable hour), and clients start to have real choices.
Look, globalization information technology and what I often call the kind of blurring together of
traditional categories like law versus business, or global versus local, or public versus private, these three things are reshaping everything about our world and as lawyers of course we should think they're going to reframe us about what it means to be a lawyer, the
market for legal services, how we connect with our clients, the kinds of things that we do and how we do them.
There are a multitude of reasons that this is a bad strategy when you consider the overall
market for legal services and the dwindling
market share of
traditional law firms.
The CLOC survey confirms that: (1) it is changing; (2)
legal buyers — especially the largest ones — are signaling that «it's safe to use
service providers, even
for more complex work»; (3) that means that a tipping point has been reached where sourcing to «alternative providers» becomes the norm — not an «alternative» (necessitating new nomenclature
for service providers); and (4)
traditional law firm
market share, already showing signs of softening, is projected to erode further.
However, the paper also suggests that there are reasons to believe that non-lawyer ownership will not lead to significant access gains because (i) those in need of civil
legal services often have few resources and,
for them,
legal aid is the answer, (ii) non-lawyer ownership is likely to be attracted to profitable sectors of the
market, (iii) some
legal services require the individualized attention of an experienced practitioner who charges high rates and the
traditional worker owned partnership model may be the better approach in this context and (iv) there may be reasons other than price causing people not to address civil
legal needs.
Paralegal — Duties & Responsibilities Trained as a paralegal with a strong background in
legal research, writing, and office administration Skilled in the use of LexisNexis, Westlaw, and
traditional legal libraries Strong interpersonal skills and an ability to thrive in a fast paced atmosphere Oversee and train large administrative staffs ensuring efficient and effective office operations Design and implement employee development programs enhancing team skill sets and morale Set and strictly enforce departmental budgets resulting in profitable operations Utilize IT skills to design and implement websites, databases, and oversee hardware and software troubleshooting Responsible
for accounting, human resources, sales, and customer
service activities Negotiate and administer contracts with outside vendors and partners Coordinate special events including logistics, staffing, and
marketing Study internal literature to become an expert on products and
services Represent company brand with poise, integrity, and positivity