The members of the Delta Model working group imagine a world, not too far off, where law schools, legal employers and clients all share a common touchstone for lawyer development. For the last two years, we’ve been working on such a touchstone, which we call the Delta Model. Our current version is expressed in the graphic above.
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A couple of years ago, a talented group of legal professionals began working on a competency model that reflects and fully captures the skills of 21st century legal practice — a daunting task, but perhaps one ideally suited for a patience, persistent, multidisciplinary team. In today’s feature post (125), the group shares their work product, which is called the Delta Model.
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Let’s start with the basics. My name is Tim Mohan. I am the Chief Executive Partner of Chapman and Cutler LLP, an AmLaw 200 firm with six offices and approximately 240 lawyers. We were founded in
For today’s feature article (Post 123), I am pleased to introduce, Tim Mohan, Chief Executive Partner of Chapman and Cutler, an AmLaw 200 focused on financial institutions and financial services companies.
I met Tim more than a decade ago because he was one of the few law firm leaders who regularly attended programs on law firm management. More often than not, Tim was there as an attendee rather than a speaker, quietly collecting data points to help him understand the market and formulate a strategy that could help his firm succeed.
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In my last post, Legal Education is a Data Desert (096), I described the deficiencies in data available and mobilized on behalf of clear-eyed assessment of legal education outcomes. While noting some conspicuous exceptions, I said that there’s simply not enough attention
In 2014, I was invited to lunch with Joe Andrew, the chairman of Dentons, in his DC office. The invitation came from John Fernandez, an Indiana Law alum who joined Dentons a couple of years earlier after two decades in government. Joe and John came up through the ranks together in Indiana Democratic politics, with Andrew eventually becoming Chairman of the Indiana Democratic Party (from 1995-1999) and Chairman of the Democratic National Committee (1999-2001).
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This pattern fits me and many lawyers I know: We applied to law school
This post is a data-rich progress report on the Institute for the Future of Law Practice (IFLP, “I-flip”).
For readers unfamiliar with IFLP, here are basics. IFLP is an education nonprofit that combines sophisticated training in modern law practice with paid internship for law students. Following a successful multi-year pilot at Colorado Law, see
General counsel exert an outsized influence on the legal market. Through the open letter below, some of them are taking the long view by trying to influence the health and vitality of the legal talent supply chain. They are looking for other general counsel to join them.
Want to make a difference? Encourage your general
“Legal operations” was popularized by CLOC, ACC, and a hundred vendors capitalizing on selling to newly energized corporate legal departments. It became shorthand for running legal departments as a business. Then a
Today Legal Evolution is delighted to welcome David Cunningham, Chief Information Officer at Winston & Strawn. I met David several years ago at the CLOC Institute when I asked Connie Brenton for the names of folks working in law firms who were embracing the legal operations movement. The first name she mentioned was David Cunningham.
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