Is time running out for yesterday’s law firm?
magazines|September 2012What you can learn from the businesses about to shake up the legal industry
GET YOUR COPY NOW
WHAT'S INSIDE?
Co-operative Legal Services’ newest director on how the new entrants will work, and what you can learn from them
How law firms are changing to become better financially managed, and better run
Thought-leading views from the supplier side on better finance management and cleverer IT
ISSUE IN BRIEF
How should law firms be run to compete with their peers and new entrants to the market? The answer to this question needs two issues of Briefing.
In this issue, we talk to the newest unit head at Co-operative Legal Services to find out how big business new entrants want to change the market, and why consumers will prefer giving them their money. We also interview law firm leaders from Optima, Parabis, Shoosmiths and Charles Russell about how to turn the traditional law firm into a different kind of business – financially better run, better managed and more agile.
AND THE SECRET INGREDIENT IS…
If you could start a £150m law firm from scratch, what would it look like? How would it work, if it didn’t need to be owned or run by lawyers? And why should law firms be afraid of it? Rupert White talks to Christina Blacklaws of Co-operative Legal Services about what law firms can learn from the new entrants
THE FUTURE’S BRIGHT. BUT IS IT YOURS?
We investigate if time is up for the traditional law firm. Rachel Davies talks to legal services leaders from top 100 firms Optima, Parabis, Shoosmiths and Charles Russell about how firms can become more competitive and profitable to compete with new entrants and ABSs.
FINANCIAL MANAGEMENT 2.0
Briefing asks Justin Farmer, director of product management for Thomson Reuters Elite, what law firms can learn from the business world about creating a next-generation legal business
