Lateral partner-hiring has become a topic of strategic importance to law firms primarily because of flat overall market growth for nearly a decade. The challenge for law firm leaders is to ensure that the short-term perception of growth and dynamism that comes from lateral partner recruitment leads to stronger long-term economic results.
Read MoreThis article looks at managed services—a new category of legal firms that build systems to handle high-volume, repetitive work—and how they’re making millions of dollars from the effort.
Read MoreIn this article, Bill Henderson argues that the legal profession has a last mile problem: the legal profession has the personnel, technology and know-how to create legal solutions that clients want. But business models that will reward lawyers and organizations for leaps in legal productivity are missing to make this happen.
Read MoreFollowing Harvard Law's decision to accept GRE in lieu of LSAT scores, Bill Henderson reflects on what this means for legal education and applicant diversity.
Read MoreIn the January issue of American Lawyer, Bill Henderson and Evan Parker explore the top five strategies of the most successful law firms.
Read MoreBuilding upon two earlier installments on lateral partner hiring, Bill Henderson and Chris Zorn describe how firms need a measured approach to evaluating a prospective partner's business logic, skills, and other attributes.
Read MoreArguing that the legal profession’s lack of progress on diversity stems from a systems problem and not a lack of moral resolve, Bill Henderson suggests ways firms can create a system for selecting and developing lawyers.
Read MoreOn news of the lateral move of a process improvement team, Bill Henderson and Chris Zorn suggest that a sea change in the market for legal services is occurring and will eventually reduce the importance of lateral partner hiring.
Read MoreIn the final installment in a series on strategy, Bill Henderson and Evan Parker outline the questions that firm leaders should ponder, thinking about where the firm is today, where it needs to go, and how best to get there.
Read MoreIn the second installment in a series on strategy, Bill Henderson and Evan Parker describe how firms can recapture market power and take market share by becoming best-in-class in a few practice areas that fit the needs of their clients.
Read MoreBill Henderson tells the story of how Steve Jobs led Apple to the greatest market share story in modern history by using the focus principle: starting with the needs of the customer and working backward to the technology.
Read MoreIn the October 2015 ABA Journal cover story, Bill Henderson discusses legal operations and explains how it will offer steady income and challenges in law firms, businesses, and in-house departments.
Read MoreUsing the results of Northeastern University School of Law's Outcomes Assessment Project, Bill Henderson examines the empirical evidence on experiential education's impact on law student professional development.
Read MoreBill Henderson sets forth facts and principles related to the acquisition and development of human capital, which can aid firm leaders to obtain a large, sustainable competitive advantage in the market for legal services.
Read MoreBill Henderson summarizes innovations being developed at Bryan Cave, Seyfarth Shaw, and Littler Mendelsohn, and then explains how firms that innovate will develop a competitive advantage and ultimately take market share.
Read MoreAssuming that the legal industry is in the midst of a paradigm shift, Bill Henderson explains why today's market leaders, both law schools and firms, might struggle to recognize, understand, and adapt to the changes.
Read MoreAfter making predictions about the future of law schools and legal service organizations, Bill Henderson explains why feedback, despite its costs, is important to lawyer development and the future success of organizations.
Read MoreBill Henderson reviews two books, Steven Harper’s The Lawyer Bubble and Richard Susskind’s Tomorrow’s Lawyers, and concludes that it is time to let go of old ideas, and to some extent, old institutions.
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