Sustainable Profitability in a Disrupted Legal Market, Second Edition
AvNorman K Clark,Lisa M Walker Johnson
1 833 kr
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Beskrivning
Produktinformation
- Utgivningsdatum:2025-10-13
- Mått:210 x 297 x 8 mm
- Vikt:440 g
- Format:Häftad
- Språk:Engelska
- Antal sidor:128
- Upplaga:2
- Förlag:Globe Law and Business Ltd
- ISBN:9781837231317
Utforska kategorier
Innehållsförteckning
- I. Seismic shifts in the legal services industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71. The legal services industry is changing faster than ever before . . . . . . . . . . . . . . . . . . . . . . . . 72. The elephant still in the room . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73. Will the law firm of the future be a computer? . . . . . . . . . . . . . . . . . . . . . . 94. A diagnostic approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13II. The Six Classic Drivers: an overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152. Old questions turned upside down . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153. Diagnostic tools in a ‘change-ready’ professional culture . . . 24III. Classic Driver #1: Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271. A thought experiment: £200 per hour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 272. Are your fees low enough and high enough? . . . . . . . . . . . . . . . . . . . . . . . . 283. Low price is not a sustainable strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294. Does your pricing respond to market trends? . . . . . . . . . . . . . . . . . . . . . . . 315. Fully loaded operating cost: a foundation for profitable pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 326. Benefits beyond better fee quotations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377. Think – and talk – about value, not price . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 378. Escaping the squeeze . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43IV. Classic Driver #2: Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 451. A thought experiment: the 80-hour day . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 452. Are you working too hard? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 453. Is the billable hour obsolete? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 464. What is the magic number? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 485. Variation in productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 506. The over-productive partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527. Technology turns things upside-down: a case study . . . . . . . . . . . 568. Disruptive productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58V. Classic Driver #3: Realisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 611. A thought experiment: collecting every penny . . . . . . . . . . . . . . . . . . . . . 612. Leaving money in the street . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 613. Realisation as a diagnostic indicator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 684. Variation in realisation rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 695. Better profits through better realisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70VI. Classic Driver #4: Cost management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 731. A thought experiment: operating a law firm on £100 per hour . . . . . . . . . . . . . . . . . . . . . . . . . 732. The temptation to slash costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 743. Pitfall #1: Not knowing what it costs to produce a legal service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 764. Pitfall #2: Over-investment in multiple offices . . . . . . . . . . . . . . . . . . . . . 795. Pitfall #3: Not keeping up with the technology . . . . . . . . . . . . . . . . . . . . . 816. Pitfall #4: Ignoring partner performance issues . . . . . . . . . . . . . . . . . . 837. Pitfall #5: Slashing costs without managing risks . . . . . . . . . . . . . . . . 83VII. Classic Driver #5: Staff compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 871. A thought experiment: associate compensation in 2030 . . . . . . . . . . . . . . . . . . 872. Are associates becoming inherently unprofitable? . . . . . . . . . . . . . . 873. Looking through the wrong end of the telescope . . . . . . . . . . . . . . . . 894. It’s not about the money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 905. Improving associate profitability now . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 916. Money into the bottomless pit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93VIII. Classic Driver #6: Leverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 951. A thought experiment: 40:1 leverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 952. Finding the fulcrum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 963. Technology, workflow leverage and the future of the law firm . . . . . . . . . . . . . . . . . . . . 99IX. Being the change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1011. Focusing on the how, not just the what . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1012. Change-challenged or change-ready? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1023. Paradigm shifts in the legal services industry . . . . . . . . . . . . . . . . . . . . 1204. Is your law firm trudging silently towards oblivion? . . . . . . . . . . . 1245. Playing a poor hand well . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
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