Some question whether a lawyer's skill set is determined by innate ability, but this article highlights stories of lawyers with a growth mindset: a belief that effort and learning can change abilities and intelligence.
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Written shortly after the completion of a collaborative competition where professionals imagined a law firm of the future, this essay documents strategies that leaders may consider in a time when growth is dead.
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Using principles from evolutionary biology, Bill Henderson and Chris Zorn explains lateral partner market dynamics to help understand why firms are engaged in hiring practices that are not beneficial in their long term interests.
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In support of making legal education more experiential, Bill Henderson attempts to clarify how law schools can assess improvements in quality of their curriculums and determine if those improvements are worth the cost.
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Bill Henderson explains how Axiom, a managed services practice, is targeting and servicing the same clientele as large law firms, dealing with prohibitions on fee-splitting, and ultimately disrupting the legal market.
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After examining demographics of the licensed bar, Bill Henderson concludes that while a growing number of students are attending law school, those students are not going on to become members of the licensed bar.
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Rachel Zahorsky and Bill Henderson discuss a variety of companies -- legal process outsourcing, document review, legal form, and e-discovery providers -- that are engaged in work once typically done by traditional law firms.
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Based on an analysis of data from legal employers, Bill Henderson reveals how the legal market has changed in a decade and concludes that the biggest source of growth for firms in the future will be taking market share.
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Using social science and empirical evidence, this book chapter argues that highly effective lawyers draw upon a diverse array of skills and abilities that are seldom taught, measured, or discussed during law school.
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Revisiting an essay that predicted the ultimate demise of traditional large firms, Bill Henderson more fully describes a seismic paradigm shift and begins architecting institutions that better fit the needs of a new economy.
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Honoring the legacy of one of the greatest people in legal education, Bill Henderson shares a competency model of six success factors that are foundational to the future success of first-year law students.
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Admitting that demand for traditionally educated law graduates is collapsing, this strategy memo outlines structural shifts in the legal profession and provides a response to the legal academy's serious business problem.
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Relying on over a dozen years of data, Bill Henderson and Chris Zorn establish an empirical foundation for discussing the lateral partner market and suggests that the best strategy for firms may be avoiding failure.
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After explaining why the legal profession is entering a period in history in which it will need fewer traditionally-trained lawyers, Bill Henderson discusses a new generation of legal entrepreneurs emerging in the market.
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Recognizing that law students have a vital role to play in the future of legal education, Bill Henderson implores students to question legal education's methods and motives, and use their energy to refashion education.
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With the proliferation of technologies that are upending the delivery of legal services and products, Bill Henderson encourages students and lawyers to invest time to understand the intersection between law and technology.
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Using demographic data from the 2005-2006 edition of the NALP Directory, Bill Henderson analyzes diversity among legal employers and offers suggestions on how they can make greater progress in years to come.
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When Dewey & LeBoeuf collapsed in 2012, many speculated that the firm's failure was the result of greed, but this article claims that argument does not take into account the larger structural problems affecting US firms.
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