James G Perkins – författare

Many law firms today are far too focused on increasing market share; they should be paying attention to what makes them a more profitable business. Market share doesn''t matter much if you''re not profitable, and firms cannot simply grow their way to prosperity by undercutting the competition. Instead, firms must focus on value creation and increasing clients'' willingness to pay for their services. The question should be: "What can your firm do better, or more efficiently, and more profitably than anyone else?" The Mechanics of Law Firm Profitability: People, Process, and Technology examines why a focus on profitability and metrics is reshaping law firm operations and matter management; how to define the bottom line and to distinguish between "good" revenue and "bad"; and how to change the dialogue from "hours and revenue" to "revenue and profit", while changing the mindset from increasing market share to simply running a profitable business. The Mechanics of Law Firm Profitability covers topics including: + The "every dollar is a good dollar" fallacy: The difference between good and bad revenue + Increasing profitability by improving client intake + Using KM to increase firm profitability + Pricing, profitability, and compensation + Measuring different practice groups, differently + Four challenges in managing law firm profitability + Strategy and culture driving effective use of people, process, and technology + Profitability and the Concept of `Managing on the Edge'' - Why It Is Important to Regional Law Firms And brings together the sought-after advice of a wide variety of experts including: + Toby Brown, chief practice management officer, Perkins Coie + Mike Roster, co-chair ACC Value Challenge and former managing partner of Morrison and Foerster''s LA office + Jack Bostelman, president KM/JD Consulting LLC + Chris Boyd, senior director of professional services, Wilson Sonsini Goodrich & Rosati + Jim Hassett, founder of LegalBizDev + Wendy Wen Yun Chang, partner, Hinshaw & Culbertson LLP + Keith Maziarek senior director of client value, Perkins Coie + James G. Perkins, chief operating officer and chief compliance officer, Procopio + Mark Voigtmann, partner; Steve Petrie, chief strategy officer; Vanessa Savoie, senior strategic analyst & pricing analyst; and Tom Snavely, manager legal process improvement & project management, Faegre Baker Daniels The Mechanics of Law Firm Profitability: People, Process, and Technology provides practical and proven tips for all law firm leader on adjusting current processes and identifying opportunities for future profitability within their firms.

Many law firms today are far too focused on increasing market share; they should be paying attention to what makes them a more profitable business. Market share doesn''t matter much if you''re not profitable, and firms cannot simply grow their way to prosperity by undercutting the competition. Instead, firms must focus on value creation and increasing clients'' willingness to pay for their services. The question should be: "What can your firm do better, or more efficiently, and more profitably than anyone else?" The Mechanics of Law Firm Profitability: People, Process, and Technology examines why a focus on profitability and metrics is reshaping law firm operations and matter management; how to define the bottom line and to distinguish between "good" revenue and "bad"; and how to change the dialogue from "hours and revenue" to "revenue and profit", while changing the mindset from increasing market share to simply running a profitable business. The Mechanics of Law Firm Profitability covers topics including: + The "every dollar is a good dollar" fallacy: The difference between good and bad revenue + Increasing profitability by improving client intake + Using KM to increase firm profitability + Pricing, profitability, and compensation + Measuring different practice groups, differently + Four challenges in managing law firm profitability + Strategy and culture driving effective use of people, process, and technology + Profitability and the Concept of `Managing on the Edge'' - Why It Is Important to Regional Law Firms And brings together the sought-after advice of a wide variety of experts including: + Toby Brown, chief practice management officer, Perkins Coie + Mike Roster, co-chair ACC Value Challenge and former managing partner of Morrison and Foerster''s LA office + Jack Bostelman, president KM/JD Consulting LLC + Chris Boyd, senior director of professional services, Wilson Sonsini Goodrich & Rosati + Jim Hassett, founder of LegalBizDev + Wendy Wen Yun Chang, partner, Hinshaw & Culbertson LLP + Keith Maziarek senior director of client value, Perkins Coie + James G. Perkins, chief operating officer and chief compliance officer, Procopio + Mark Voigtmann, partner; Steve Petrie, chief strategy officer; Vanessa Savoie, senior strategic analyst & pricing analyst; and Tom Snavely, manager legal process improvement & project management, Faegre Baker Daniels The Mechanics of Law Firm Profitability: People, Process, and Technology provides practical and proven tips for all law firm leader on adjusting current processes and identifying opportunities for future profitability within their firms.

Strategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era.Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.

Strategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era.Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.

Strategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era.Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.

In the five years since the first edition of this book published, there has been an accelerated rise in the number and influence of COO roles in the legal sphere. No longer the preserve of the largest national and international firms, mid-tier firms and even New Law and alternative legal service providers are considering a COO as a potential – perhaps even essential – component of law firm management, to achieve increased efficiency, productivity, and meet the demands of a highly competitive market.With contributions from a number of current law firm COOs, alongside some of the most respected and sought-after consultants working in this space, this second edition of Rise of the Legal COO examines the scope and variety of the legal COO role, and how the challenges and demands of the position have altered as law firms have evolved. It contains updated chapters from the first edition, and several brand new chapters covering topics such as:How the COO can enable innovation and digital transformation in their firm;The COO’s role in managing profitability and client engagement;The use of data in law firm management; andThe New Law COO.There are also all-new, exclusive interviews with legal COOs from a variety of national and international firms, covering topics ranging from the importance of relationships and adapting to the new hybrid, post-COVID world, to encouraging innovation in firms and strategies to recruit and retain talent.There is no doubt that a good COO is an invaluable part of a firm’s management team, and the opportunities for talented individuals with broad operational management skills will continue to grow. Heavily backed up by the first-hand experience of the contributors, this title provides essential guidance to the current and future legal COO on the skills and strategies they need to succeed, and to law firms on how to recruit, integrate, and develop a COO who will be a good match for their culture and help them achieve their ambitions.

In the five years since the first edition of this book published, there has been an accelerated rise in the number and influence of COO roles in the legal sphere. No longer the preserve of the largest national and international firms, mid-tier firms and even New Law and alternative legal service providers are considering a COO as a potential – perhaps even essential – component of law firm management, to achieve increased efficiency, productivity, and meet the demands of a highly competitive market.With contributions from a number of current law firm COOs, alongside some of the most respected and sought-after consultants working in this space, this second edition of Rise of the Legal COO examines the scope and variety of the legal COO role, and how the challenges and demands of the position have altered as law firms have evolved. It contains updated chapters from the first edition, and several brand new chapters covering topics such as:How the COO can enable innovation and digital transformation in their firm;The COO’s role in managing profitability and client engagement;The use of data in law firm management; andThe New Law COO.There are also all-new, exclusive interviews with legal COOs from a variety of national and international firms, covering topics ranging from the importance of relationships and adapting to the new hybrid, post-COVID world, to encouraging innovation in firms and strategies to recruit and retain talent.There is no doubt that a good COO is an invaluable part of a firm’s management team, and the opportunities for talented individuals with broad operational management skills will continue to grow. Heavily backed up by the first-hand experience of the contributors, this title provides essential guidance to the current and future legal COO on the skills and strategies they need to succeed, and to law firms on how to recruit, integrate, and develop a COO who will be a good match for their culture and help them achieve their ambitions.

In the five years since the first edition of this book published, there has been an accelerated rise in the number and influence of COO roles in the legal sphere. No longer the preserve of the largest national and international firms, mid-tier firms and even New Law and alternative legal service providers are considering a COO as a potential – perhaps even essential – component of law firm management, to achieve increased efficiency, productivity, and meet the demands of a highly competitive market.With contributions from a number of current law firm COOs, alongside some of the most respected and sought-after consultants working in this space, this second edition of Rise of the Legal COO examines the scope and variety of the legal COO role, and how the challenges and demands of the position have altered as law firms have evolved. It contains updated chapters from the first edition, and several brand new chapters covering topics such as:How the COO can enable innovation and digital transformation in their firm;The COO’s role in managing profitability and client engagement;The use of data in law firm management; andThe New Law COO.There are also all-new, exclusive interviews with legal COOs from a variety of national and international firms, covering topics ranging from the importance of relationships and adapting to the new hybrid, post-COVID world, to encouraging innovation in firms and strategies to recruit and retain talent.There is no doubt that a good COO is an invaluable part of a firm’s management team, and the opportunities for talented individuals with broad operational management skills will continue to grow. Heavily backed up by the first-hand experience of the contributors, this title provides essential guidance to the current and future legal COO on the skills and strategies they need to succeed, and to law firms on how to recruit, integrate, and develop a COO who will be a good match for their culture and help them achieve their ambitions.

The legal profession is undergoing a significant transformation in how legal services are priced. The traditional billable hour model, which has dominated for decades, is increasingly being questioned by clients, firms, and legal professionals alike. The world of legal pricing is evolving rapidly, driven by shifts in client expectations, technological advancements, and new market dynamics. Law firms and legal professionals must adapt to these changes to stay competitive, ensure profitability, and meet the demands of a diverse and increasingly cost-conscious client base.Mastering Legal Pricing: Strategies for Profit, Value, and Innovation explores the evolving landscape of legal pricing, addressing the challenges and opportunities that law firms face in adapting to modern economic demands. From the traditional billable hour to alternative models such as subscription-based services and value-based pricing, this book examines the impact of client expectations, technology, and evolving business strategies. It provides insight into the tools, frameworks, and strategies necessary to create more transparent and efficient pricing models that align with both client needs and law firm profitability.